Latest / Crossroad Conversations with the Lewis Brothers / Ep. 86 - "The Reframe — How Leaders Rewrite the Problem Before They Solve It"

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Ep. 86 - "The Reframe — How Leaders Rewrite the Problem Before They Solve It" · Crossroad Conversations with the Lewis Brothers

0:00
SPEAKER_02: I'll tell you the cheat code that we've talked about, but I want to I have to re pop this up.
0:04
SPEAKER_02: If you're talking to somebody on the phone, they might not have anything you better do, and they will talk forever.
0:09
SPEAKER_02: Do you know why they talk forever?
0:11
SPEAKER_02: Because you keep arguing everything that they bring up.
0:14
SPEAKER_02: It's reigniting us.
0:16
SPEAKER_02: You're reigniting it.
0:17
SPEAKER_02: It's like no different than the uh the Ferris Well, it comes back around, it's got the wheels that spin it and shoot it off again.
0:23
SPEAKER_02: Stop engaging.
0:24
SPEAKER_02: Say, hey, I completely understand that you're having a problem.
0:28
SPEAKER_02: I assume full responsibility.
0:30
SPEAKER_02: That's my fault.
0:30
SPEAKER_02: What I want to do is to start from the beginning.
0:34
SPEAKER_02: I'm gonna be quiet, so don't think that I've hung up on you, and I'm gonna take notes and I'm not gonna respond to anything with the until I have all the details.
0:42
SPEAKER_02: Hey everyone, welcome to Crossroad Conversations with the Lewis Brothers, where we aim to share real stories about running a successful family business while working through adversity and pouring back into our community that keeps our doors open every single day.
0:56
SPEAKER_02: We're your hosts, Shelby, Matt, and Taylor, and we'll be bringing you real relevant local business advice, maybe some automotive insights that are sure to change the way you look at running a business or buying a car, and maybe even throw on a plug for you to do business with us here locally.
1:12
SPEAKER_00: Welcome, episode 86 of Lewis Brothers Podcast.
1:17
SPEAKER_00: Getting in here, crossroads conversation.
1:19
SPEAKER_00: We are diving into it today.
1:21
SPEAKER_00: How leaders rewrite the problem before they solve it.
1:24
SPEAKER_00: So putting it in the right direction, making sure you have the clear mindset.
1:29
SPEAKER_00: Every leader faces problems, frustrations, hot emails, bad days.
1:33
SPEAKER_00: The difference between a great leader and a stressed out one isn't what happens to them, it's how they see it and how they share it to their team.
1:41
SPEAKER_00: I love this thing because we're all the same, we're wired in there, but more times than not, people are like, Will y'all not just get mad?
1:49
SPEAKER_00: Will you not just get mad?
1:50
SPEAKER_00: We get mad plenty, and there's a time to do it.
1:53
SPEAKER_00: But take every situation and look at the positive outlook because so many people miss that.
1:58
SPEAKER_00: It's gonna be fun to dive into today.
2:00
SPEAKER_01: It's gonna be a great episode.
2:01
SPEAKER_01: So I hope you join in.
2:03
SPEAKER_01: And I'm just gonna give you just a quick synopsis here.
2:07
SPEAKER_01: Y'all that have been around us that see that we're positive and we reframe, we weren't born with that.
2:13
SPEAKER_01: We developed that as a habit, and we're going to share that with you today.
2:16
SPEAKER_01: But before we do, let's go back to last week's episode, episode 85.
2:21
SPEAKER_01: How do you eat an elephant one bite at a time?
2:25
SPEAKER_01: During that episode, we unpacked how to prioritize everything that's on your plate, what to do and when to do it, and how to not get overwhelmed when you have an entire elephant to accomplish, but you do take it one bite at a time and how to do that in the most productive manner.
2:44
SPEAKER_01: Hey, as always, check out our vehicles at Lewis Superstore.com where you'll find the freshest new vehicles and fresh trades as well.
2:51
SPEAKER_01: And then all of our episodes at Crossroad Conversation Podcast.com.
2:55
SPEAKER_02: What's in the garage this week?
2:57
SPEAKER_02: Hamble talking about vehicles.
2:59
SPEAKER_02: I like this one because it's new, it's fresh, it's redesigned, and it's vacation season.
3:04
SPEAKER_02: It's the 26 model Ford Expedition.
3:07
SPEAKER_02: Okay.
3:08
SPEAKER_02: And specifically the active.
3:10
SPEAKER_00: Yep.
3:10
SPEAKER_00: All right.
3:10
SPEAKER_02: Because active and on the go, this hits, and it hits a bunch of different things.
3:14
SPEAKER_02: Features is most important.
3:16
SPEAKER_02: It gets the big screen across the front.
3:19
SPEAKER_02: It gets the new uh Google Connect, has uh all new infrastructure that they come out with.
3:24
SPEAKER_02: Uh, it gets second row captain chairs, so it's easy to float to the third row.
3:28
SPEAKER_02: It's an active, so it's gonna get leather, heated and cooled seats, but without being a hundred thousand dollars.
3:35
SPEAKER_02: It's gonna get blue crews, it's gonna get all the bells and whistles, wireless apple carbon, tailgate, all the stuff.
3:42
SPEAKER_02: The power rear uh tailgate like Taylor's talking about.
3:45
SPEAKER_02: But this one I love so much.
3:47
SPEAKER_02: It's not 70 grand, it's not 65 grand, it's not 85 grand, it's$59,000 for a full size.
3:56
SPEAKER_02: Eco boost, full size, tow package, all the stuff we mentioned, hitting cool seats, that's$10,000 off.
4:02
SPEAKER_02: That's with our employee pricing for all.
4:05
SPEAKER_02: Uh, but this is an active expedition, one of the best driving vehicles out there, well, one of the most functional tech vehicles out there.
4:12
SPEAKER_02: I love it, and it's great value.
4:14
SPEAKER_02: So that'd be my car pick of the day.
4:15
SPEAKER_02: What's in the garage?
4:16
SPEAKER_00: Oh, that's good.
4:17
SPEAKER_00: That's solid.
4:18
SPEAKER_00: I love that.
4:18
SPEAKER_00: We have a whole lot to choose from.
4:20
SPEAKER_00: Diving into the reframe, how leaders turn problems into opportunities.
4:25
SPEAKER_00: I love this.
4:26
SPEAKER_00: So, what reframing actually is and what it isn't, it's not denial or a spin.
4:32
SPEAKER_00: So dive into that for me a little bit.
4:34
SPEAKER_01: Kim, I I, if y'all don't mind, I would like to talk about the brass tax of what that actually is before we get into your opinion.
4:41
SPEAKER_01: Okay.
4:41
SPEAKER_01: Okay, so let's first talk about what reframing is.
4:45
SPEAKER_01: Okay.
4:45
SPEAKER_01: And and I'm reading this direct, okay?
4:47
SPEAKER_01: This is not my opinion.
4:49
SPEAKER_01: Reframing is the psychological process of changing the way you interpret a situation, a thought, or emotion.
5:00
SPEAKER_01: By shifting the lens through which you view an event, you change its meaning, allowing you to break out of negative emotional spirals and respond more productively.
5:15
SPEAKER_01: Second, how to reframe negative thoughts.
5:19
SPEAKER_01: And then we'll go from there.
5:21
SPEAKER_01: Reframing negative thoughts is a cognitive behavioral therapy technique that involves catching your negative thoughts, evaluating accuracy, and replacing them with more balanced, realistic, and constructive perspectives.
5:39
SPEAKER_02: So let me, that's definition.
5:42
SPEAKER_02: Let me just tell you how, and this it just kind of like it breeds the idea of it.
5:46
SPEAKER_02: It's not like, hey, you were born, you're in business, figure this out.
5:52
SPEAKER_02: Correct.
5:52
SPEAKER_02: Uh-uh.
5:53
SPEAKER_02: It's like, I don't know, it's a choice, and you like choose it every single day, and it takes 90 days to create a habit, and then if it's a good one, you keep doing the habit.
6:02
SPEAKER_02: But it's like in every scenario, everyone's gonna get a situation where this happens.
6:08
SPEAKER_02: Life is going to happen, and so naturally we figure it out, and the three of us do it because you surround yourself with equally yoked people, and so it's like, no, we're gonna be positive.
6:19
SPEAKER_02: It's like, you know, your hand gets cut off, it's a bad scenario, it is what it is.
6:24
SPEAKER_02: It's like, man, I'm super blessed to have one good working hand.
6:27
SPEAKER_02: And people are like, no, no, no, you just lost a hand.
6:29
SPEAKER_02: It's like, no, the Lord blessed me with two hands, now I have one, and now I'm left-handed, and this is great.
6:34
SPEAKER_02: And it's like, no, no, no, you're weird.
6:36
SPEAKER_02: It's like, no, think about that.
6:38
SPEAKER_02: And so we just naturally have just figured that out.
6:40
SPEAKER_02: It's like, oh my gosh, like they crashed a car.
6:43
SPEAKER_02: It was like, well, the good news is our body shop can be able to get that and get fixed and it's work for them.
6:48
SPEAKER_02: Like, no, one of your employees crashed a customer's car.
6:50
SPEAKER_02: It's like, no, it's an opportunity.
6:52
SPEAKER_02: I want to tell you about a book that I read long, long, long ago, and it's the power of positive thinking.
6:56
SPEAKER_02: It's a good one.
6:57
SPEAKER_02: Uh Norman Vincent uh wrote this thing a long time ago.
7:02
SPEAKER_02: In the 1800s, it's been rewritten and rephrased.
7:05
SPEAKER_02: Um, but the key concepts is believing in yourself.
7:08
SPEAKER_02: Like, believe in yourself, develop self-confidence, overcome feelings of inadequacy.
7:12
SPEAKER_02: Like, I am the best.
7:13
SPEAKER_02: Yeah, I'm gonna be able to deliver the best today, and that's the power of positive thing.
7:17
SPEAKER_02: And faith in action, like understanding, like I have faith that I have the best possible action to be able to deliver that today.
7:24
SPEAKER_02: Replace negative thoughts with positive thoughts.
7:27
SPEAKER_02: Like, that's the best one.
7:29
SPEAKER_02: And oftentimes, like Taylor said, people be like, no, can you just like be real for a second?
7:33
SPEAKER_02: It's like, no, I am real.
7:35
SPEAKER_02: This is my this is my real, right?
7:37
SPEAKER_02: It's like, whew, that could that could have been a lot worse.
7:40
SPEAKER_02: I'm glad we're all safe.
7:41
SPEAKER_02: Like, no, no, no, no, we just rolled our vehicle.
7:44
SPEAKER_02: It's like, no, I'm glad we're all safe, and you know, this, this, and this, and I wanted a new vehicle, you know.
7:50
SPEAKER_02: It's like insurance is gonna pay for that.
7:52
SPEAKER_02: And so sometimes in business, they're like, golly, just like, why?
7:57
SPEAKER_02: Can you just be upset for a second?
7:58
SPEAKER_02: Or and at home, it's like, no, can you just like be real for a second?
8:02
SPEAKER_02: It's like, I don't overly know how, just because you just constantly program to be positive, it's like, man, Ford is leading the industry in all-time recalls.
8:13
SPEAKER_02: Yeah, it's like, guess what?
8:15
SPEAKER_02: We service vehicle, Ford pays us to do recalls, and we need the work to be able to do this.
8:20
SPEAKER_02: Like, we're glad to be the leaders in that, right?
8:22
SPEAKER_02: Because we get to work on it.
8:23
SPEAKER_02: Like, no, no, no, that's so bad.
8:25
SPEAKER_02: They have so many recalls.
8:26
SPEAKER_02: Like, that's an amazing opportunity.
8:29
SPEAKER_02: All of those things is just the framework, and you get a lot of that in the power positive.
8:33
SPEAKER_02: Thank you.
8:33
SPEAKER_01: That's a great book reference.
8:35
SPEAKER_01: And I think as we start to unpack what we really want to talk here, and I'm gonna pause just for a second so you guys do see that we're real, but then we want to share with you the process we go through.
8:46
SPEAKER_01: Because there's a couple things I don't want people to take out of context.
8:52
SPEAKER_01: But the the first thing is, and we've talked about this in multiple other podcasts, is what can we control?
8:59
SPEAKER_01: That's where you assign your energy and your emotions on things you can control.
9:05
SPEAKER_01: Too many people waste time and energy on things completely out of their control.
9:11
SPEAKER_02: What's going on in the news?
9:13
SPEAKER_02: What are they saying about this?
9:14
SPEAKER_02: You know, gas prices.
9:16
SPEAKER_02: You can't control it.
9:17
SPEAKER_02: Stop burning your matches on trying to control that.
9:21
SPEAKER_01: And what we're talking about here is when something happens or an event goes on.
9:26
SPEAKER_01: Now let's look at the details and the facts.
9:29
SPEAKER_01: It already happened.
9:30
SPEAKER_02: Yeah, yeah, it is what it is.
9:32
SPEAKER_02: Angry customer because we messed up on something.
9:35
SPEAKER_01: So somebody crashed, somebody didn't show up, didn't put oil back in it, let the drain plug out.
9:42
SPEAKER_01: It's done.
9:43
SPEAKER_01: So there's a quote out there, you know, that says, you cannot control what situation or what is gonna happen to you today.
9:53
SPEAKER_01: You can only control on how you're gonna react and how you're gonna handle it.
9:57
SPEAKER_01: So that's what we want to focus on as we're talking about today.
10:00
SPEAKER_01: And when you hear us talking about it, it's not that we're ignoring that a situation happened.
10:05
SPEAKER_01: It's not that we're not gonna address the employee that ran into another car.
10:11
SPEAKER_01: You know, it's not that we're gonna not address the technician that forgot to tighten the drain plug.
10:17
SPEAKER_01: Yeah.
10:18
SPEAKER_01: It's just in the moment for a solution, we have to not have emotions involved and stay positive.
10:25
SPEAKER_01: So I do want everybody to understand that is it's not that we're hunky-dory 100% of the time and we never get on to anybody and nobody ever has any consequences.
10:34
SPEAKER_01: It's just that we reframe our mind to a to a positive outlook and not an emotional one.
10:43
SPEAKER_01: Because here's what I do know 100%.
10:46
SPEAKER_01: If you allow yourself to get wound up, you allow your emotions to get involved, you will not make clear, concise decisions on how to handle a situation.
11:00
SPEAKER_00: That's the key to understand about the whole thing of it, that we don't just decide to do that.
11:05
SPEAKER_00: Yes, we're positive people, but you only have so much of your match of your flame to burn.
11:12
SPEAKER_00: And if you have that wall that is up and it's blocking some of that nonsense of news, of talk, of gossip, whatever it would be, you're putting the wall up so that first hit doesn't take half of your flame.
11:26
SPEAKER_00: Then you can be able to sit back and readdress and say, hey, I need to adjust it this way, just like Matt said, it's so we can have a clear conscience, make a good decision, a good business decision, and move forward.
11:38
SPEAKER_02: So I think it's important to understand as we're just talking about the reframe, uh, is in that one of the first things that we'll teach that we do, then we teach, is admitting that there's an issue, reframe it into an opportunity, sure, and that starts by taking full responsibility.
11:58
SPEAKER_02: That person who is interacting with the problem or the objection, they take full responsibility.
12:05
SPEAKER_02: And that is the hardest step one to get anyone to understand is to reframe that and say, Hey, Larry, I completely understand.
12:15
SPEAKER_02: I would be way more upset than you.
12:17
SPEAKER_02: Um, let me get all the details and let me just tell you first and foremost, I apologize for the mistake that has happened.
12:25
SPEAKER_02: That I take full responsibility in that.
12:27
SPEAKER_02: And sometimes they'll try to let you off the hook.
12:29
SPEAKER_02: They want to be mad at somebody else.
12:31
SPEAKER_02: They don't want to directly tell the person that they're mad at, they want to tell somebody else.
12:35
SPEAKER_02: And I'm like, let's go get them.
12:37
SPEAKER_02: Let's go get them and bring them in.
12:38
SPEAKER_02: But I'm like, this is my fault.
12:40
SPEAKER_02: You so you help them, or if it's you, whoever's talking to that opportunity, is they reframe that and they take full responsibility.
12:48
SPEAKER_02: Right?
12:49
SPEAKER_02: You take full, and you're like, why would you do that?
12:51
SPEAKER_02: It's like there's a problem, you're helping them reframe and find a solution, and you have to take the pressure completely and don't like take it so personal, right?
13:01
SPEAKER_02: We're talking business, we're talking you are the solution master.
13:04
SPEAKER_02: You're taking that, don't take it all the way, don't let it get all the way to your heart or deep into your mind.
13:10
SPEAKER_02: It's like, no, uh Larry, I I apologize.
13:12
SPEAKER_02: I take full responsibility.
13:14
SPEAKER_02: There's no reason that I should have done that or our team should have done that.
13:18
SPEAKER_02: Let me get the details, let's figure this out, and let's find a solution.
13:21
SPEAKER_01: That's good.
13:22
SPEAKER_01: I will say, especially if you're a business owner, to not take it personal, that's probably one of the toughest situations.
13:29
SPEAKER_02: That is the hardest.
13:31
SPEAKER_01: Reframing into a positive mindset, I got it.
13:34
SPEAKER_01: Yeah, I got it.
13:35
SPEAKER_01: But you know, when somebody attacks, even though if you know it's not real, but they put it out there for the world to say, and you're like, no, no, no, let me tell you the other side of it.
13:44
SPEAKER_01: I you take it personal.
13:45
SPEAKER_02: I reposted a review the other day because I just thought it was funny.
13:49
SPEAKER_02: It's like uh this person uh put on our uh service Google page a one-star Google review, and you know you know that comes directly to our phones because we care.
13:59
SPEAKER_02: And I see it was like, hey, I bought the and I love that they were so transparent.
14:02
SPEAKER_02: I bought this car for a hundred uh thousand dollars off of Facebook Marketplace.
14:07
SPEAKER_02: Uh has a bunch of miles, had a bunch of issues.
14:10
SPEAKER_02: I brought in a service.
14:11
SPEAKER_02: I cannot believe they uh did this.
14:14
SPEAKER_02: Well, it needed an entire transmission.
14:17
SPEAKER_02: So in the same day, we got the car looked at and we text communicated over to that person because that's how they want to be communicated to that it needed a new transmission and it would be$4,600.
14:28
SPEAKER_02: You know, that's less than average of what it cost of transmission is.
14:31
SPEAKER_02: Yeah, uh, and they were so upset that we would tell them that it would need a transmission for$4,600 because they bought a car for a thousand dollars.
14:38
SPEAKER_02: Like, where are we at fault in that?
14:40
SPEAKER_02: They had a problem, we offered a solution.
14:43
SPEAKER_02: Uh, and so I reposted is like, hey, people's feelings get involved.
14:48
SPEAKER_02: And it's just like, and I got so many comments back of just like, oh my gosh, like, what did we do wrong this time?
14:54
SPEAKER_02: And exactly, you cannot, and you just have to laugh about it and find a solution.
14:58
SPEAKER_02: Don't laugh about it to the person, right?
15:00
SPEAKER_02: You still treat them as someone who has a problem and you want to offer a solution, but do not take it personal.
15:06
SPEAKER_02: That's oftentimes my wife would be like, Oh my gosh, how are you not so upset and angry?
15:12
SPEAKER_02: I think it's just repetition.
15:14
SPEAKER_02: It's just so many reps in it that you're like, oh, not a big deal, not a big deal, not a big deal.
15:19
SPEAKER_00: I had I had one and the thing that irks me the most, and I'd get over it, but of us being of uh we call a corporate family-owned still store that would have gotten bigger, but that we're the only one left in Northwest Arkansas of our kind.
15:32
SPEAKER_00: I had a customer come to us that everything was stated on the wheel.
15:36
SPEAKER_00: Nothing was owed to him, there wasn't anything else in there.
15:39
SPEAKER_00: He actually works for a competitor that is a corporate-owned store.
15:42
SPEAKER_00: He talked to the sales staff there, and they said, No way we would ever do anything there.
15:47
SPEAKER_00: But go to Lewis, they're family-owned, they probably will do something.
15:50
SPEAKER_00: And I'm like, why in the world do we being family-owned mean that we will do extra that we're not owed to the customer?
15:58
SPEAKER_01: And let's quantify that just a second, because we're not talking about going extra of like delivering the car to them or going back over the paying sales tax.
16:06
SPEAKER_01: It was$4,000 worth of sales taxes.
16:09
SPEAKER_02: And they had signed couldn't afford, but they thought, well, crap, let me go back to the people.
16:13
SPEAKER_01: Yes.
16:14
SPEAKER_01: And so after you showed them the four different documents that they had signed, that it was very clear.
16:19
SPEAKER_01: Best documents.
16:20
SPEAKER_01: Actually, not emotionally.
16:21
SPEAKER_01: Yes.
16:22
SPEAKER_01: You didn't get defensive.
16:23
SPEAKER_01: Then you ask him and he said, I can't afford the sales taxes.
16:25
SPEAKER_02: Imagine going back to the people you bought your house from next year when they send you a letter for your personal property taxes and you haven't been smart enough to save up for it.
16:33
SPEAKER_02: Yep.
16:34
SPEAKER_02: And you go back to the seller or the real estate agent and say, Hey, you owe me this.
16:40
SPEAKER_01: It it's absolutely crazy.
16:41
SPEAKER_01: And we have story after story.
16:43
SPEAKER_01: I I want to walk, and I know this is a little off script, but I want to help everybody because what I do want to make sure that we let everybody know, because we come across that like this is just natural to us, and the three of us, it must be in our DNA.
16:57
SPEAKER_01: One, it's the culture we grew up in.
16:59
SPEAKER_01: Okay, so it did start early on, but it takes constant work to always find a positive or a solution, let's say, in any situation.
17:09
SPEAKER_01: Now, the number one thing, in order to be able to do that, you have to control your emotions.
17:16
SPEAKER_01: And number two, you cannot get defensive.
17:19
SPEAKER_01: Now, as a family-owned business, do we want to get defensive and support what we do a hundred percent?
17:26
SPEAKER_01: Because you know what you did was right.
17:28
SPEAKER_01: That's right.
17:28
SPEAKER_01: But if you're defensive, and I tell our managers this all the time, I'm like, you have to stay neutral.
17:34
SPEAKER_01: And that old saying of make sure you have their back, it's not that I don't have their back.
17:39
SPEAKER_01: I'm staying neutral so I can hear, so I can listen to what actually is going on.
17:45
SPEAKER_02: And the customer knows you care because they they expect to fight.
17:48
SPEAKER_02: They that's right, they expect resistance.
17:51
SPEAKER_01: And so if you don't do that, if you control your emotions and not get defensive, that's the first thing.
17:55
SPEAKER_01: Let's we have to talk about the emotions because we are all born with two different sections in our brain.
18:03
SPEAKER_01: Okay, and that front section is the knee-jerk section, and I'm not gonna get all doctorate because I'm not a doctor, all right?
18:10
SPEAKER_01: But it's the fight or flight mode.
18:11
SPEAKER_01: Yeah, and if you don't shut down that, you can't then take over logically.
18:17
SPEAKER_02: You just you have to base it off of facts.
18:20
SPEAKER_01: You have to base it off of facts, but you gotta like shut the door on the like, this is not an emergency, the car's not upside down, the building's not on fire.
18:27
SPEAKER_02: Yeah, and I had a a real estate agent, uh, a friend of mine that sent me uh something yesterday on some property, and he was like, I think he got his feelings involved, and this, this, and this.
18:38
SPEAKER_02: And we made an offer, and he was like, he wouldn't make the counteroffer.
18:42
SPEAKER_02: And I said, Hey, would you go back to him and tell him it's important that we leave our feelings in the car?
18:48
SPEAKER_00: I almost text back over STU Stu.
18:51
SPEAKER_02: And uh so then he texted me, he said, I'm happy to tell him that, but I feel like we'll close the gate completely if we do that.
18:57
SPEAKER_02: I said, No, no, no, I apologize.
18:59
SPEAKER_02: That's me telling you that so we can feel that way.
19:02
SPEAKER_02: I said, but that you do not relay that to the customer.
19:05
SPEAKER_02: And he's like, he said, Well, I laughed out loud a little bit there because I knew that, but I was saying, hey, I can tell him that.
19:10
SPEAKER_02: Like, so don't let your feelings or emotions get involved.
19:13
SPEAKER_01: So let's talk about from doctorate-wise, how to shut down your brain from that knee-jerk reaction to think logically.
19:22
SPEAKER_01: So, what's step one?
19:22
SPEAKER_01: It's really easy.
19:23
SPEAKER_01: The psychological side, all right.
19:26
SPEAKER_01: So as soon as you get hit with whatever hits you, all right, take a deep breath through your nose.
19:32
SPEAKER_01: Okay, and work on your breathing, don't respond.
19:36
SPEAKER_01: And within two to three minutes, you will have snapped your brain out of fight or flight back to logical.
19:45
SPEAKER_01: And the way I do this is I sit there and listen.
19:50
SPEAKER_02: So that and coming in that that's that's the power of the pause.
19:53
SPEAKER_02: That's the power of pausing.
19:55
SPEAKER_02: And so then whether it's in person or on the phone, you may let them know, hey, tell me all about it.
20:02
SPEAKER_02: And if you don't hear me saying something, it's because I'm listening and I'm taking notes.
20:06
SPEAKER_02: So you let them know, like, no, I didn't just put you on mute and keep working on what I'm working on.
20:10
SPEAKER_02: Sure.
20:10
SPEAKER_02: And so that's the pause, that's the breathing.
20:13
SPEAKER_02: You're writing down the details.
20:14
SPEAKER_02: You're like, I'm not gonna fire this person, I'm not overly angry.
20:18
SPEAKER_02: Where's my solution?
20:19
SPEAKER_02: Where's my opportunity here?
20:21
SPEAKER_02: And you're writing it out and you're pausing and you're breathing, like Dr.
20:25
SPEAKER_02: Sensei said over here.
20:26
SPEAKER_02: You're breathing.
20:27
SPEAKER_02: Breathing's good.
20:28
SPEAKER_02: Breathing is important uh for life.
20:30
SPEAKER_02: Uh so do it.
20:32
SPEAKER_01: It really is.
20:32
SPEAKER_01: And so I'm gonna take, I'm gonna combine something else here.
20:35
SPEAKER_01: Okay, so if you go, if you go to James Clear's book on atomic habits, you can habit stack right here.
20:42
SPEAKER_01: Yeah, so I'm stacking the habit of getting my brain out of the fight or flight to logical, and I'm collecting information from the customer.
20:52
SPEAKER_01: Dual, dual, and within three minutes, I'm now in the right state of mind, plus I've allowed the customer a third part to dump all their emotions.
21:01
SPEAKER_01: That's the key.
21:02
SPEAKER_01: So then we can start moving forward.
21:04
SPEAKER_02: And to know that the that you've made it through all the emotions at the very end, and they might even say, Are you still there because you're quiet?
21:11
SPEAKER_02: Yeah, you say, I am, I'm taking notes.
21:13
SPEAKER_02: I want to make sure I don't miss anything.
21:15
SPEAKER_02: And before I'll engage, before I click it in gear, yes, I'll say, Now, Mr.
21:21
SPEAKER_02: and Mrs.
21:22
SPEAKER_02: Customer, is there any other concerns I need to know about her that's going on?
21:26
SPEAKER_02: So make sure that we completely, I'm like saying, Hey, you get one opportunity.
21:31
SPEAKER_02: Right.
21:31
SPEAKER_02: So I'm just asking that question there, so they can fully they they have ran out of went, they are out of breath, and we've allowed them to completely, so then you can like, ah, here's the solution.
21:43
SPEAKER_01: All right.
21:43
SPEAKER_01: You ready to go deeper?
21:45
SPEAKER_01: Let's go deeper.
21:45
SPEAKER_01: Okay.
21:46
SPEAKER_01: There's a reason I was listening to Craig Groschelle the other day, and he was talking about this situation.
21:50
SPEAKER_02: At this point, if you're listening to this podcast, you should have at least two three books to listen to in four podcasts, not including this one.
21:57
SPEAKER_01: And Craig was talking about airplanes, so you'll like this.
22:00
SPEAKER_01: Yeah.
22:00
SPEAKER_01: They said you need to think about an airplane when you're managing situations, especially when you're flying through storms.
22:08
SPEAKER_01: There's a reason that an airplane gets up to 30,000 plus feet because they can rise above the storms.
22:15
SPEAKER_01: They can stay on path to their destination.
22:19
SPEAKER_01: But just like managing a business, you can't just stay at 30,000 feet.
22:24
SPEAKER_01: You've got to come down to land.
22:25
SPEAKER_01: You've got to start down to take off.
22:28
SPEAKER_01: So both of those things need to happen in situations with your business.
22:32
SPEAKER_01: You don't need, as the owner or the person in charge, to emotionally handle every single small situation.
22:39
SPEAKER_01: You'll burn yourself out.
22:41
SPEAKER_02: No.
22:41
SPEAKER_01: You've got to rise up high enough to be able to see actually what's going on, but then come back down to handle it and detract.
22:49
SPEAKER_02: I think it's important that you note there, uh, we talk about the pause, the reframe.
22:54
SPEAKER_02: There's kind of three questions that you would look at to realize how to handle this.
22:58
SPEAKER_02: And so the first question is what's what's really going on?
23:02
SPEAKER_02: If we take emotions, exaggerations, storytelling out of the picture after we've collected the facts, what's really going on?
23:09
SPEAKER_02: What's the problem?
23:10
SPEAKER_02: You know, we've got the I almost died, and I can't believe you do this, and I'm thinking about suing you.
23:15
SPEAKER_02: That's not what's really going on, right?
23:17
SPEAKER_02: So that's the first one.
23:18
SPEAKER_02: The second one would be what's the opportunity?
23:20
SPEAKER_02: So that's the business the entrepreneurs say, okay, how can I solve this?
23:24
SPEAKER_02: And the third is what's the right or the proper next move?
23:29
SPEAKER_02: So with those three questions, as you're asking the questions to the consumer, the person on the other side, you can come over the okay, what's really the problem?
23:36
SPEAKER_02: Sure.
23:37
SPEAKER_02: Where's the opportunity?
23:39
SPEAKER_02: And what's the next right move?
23:41
SPEAKER_02: And then you explain that to a customer.
23:42
SPEAKER_01: In order to get to your first question, I'll stick that one at a time.
23:45
SPEAKER_01: You know what's really going on?
23:47
SPEAKER_01: That's gonna take a little bit of time and it's gonna take a dump then to get to it.
23:52
SPEAKER_01: You're asking all the questions.
23:53
SPEAKER_01: No different than Taylor talked about the customer he had the other day.
23:56
SPEAKER_01: It was like, hey, y'all forgot my sales tax, and you're supposed to do this, and you're supposed to do that.
24:01
SPEAKER_01: After you let it all come out, you showed him the facts, so no emotions were involved.
24:05
SPEAKER_01: Hey, there's this sheet and there's this sheet, and by the way, there's this sheet that actually says that you're responsible for sales tax.
24:12
SPEAKER_01: Then you got it all out, and then you ask him, like, what's the real problem?
24:15
SPEAKER_01: Hey, I don't have the money.
24:17
SPEAKER_01: Correct.
24:18
SPEAKER_01: And then it's okay, well, then what's the solution?
24:20
SPEAKER_01: And Taylor and I were talking about get another job, save some money.
24:24
SPEAKER_01: That's what you want to say.
24:25
SPEAKER_01: That's what you want to say, but you don't say that.
24:27
SPEAKER_01: Um, being a dull, I know, all those things.
24:29
SPEAKER_01: Yeah, so it asked Taylor as well, hey, are we within the window where we can get back a hold of the finance company and add that to it to sign?
24:37
SPEAKER_01: So, first, behind the scenes, we're looking for solutions.
24:40
SPEAKER_01: Now, that situation, it was over four months old, approvals only last for 30 days, so on and so forth.
24:47
SPEAKER_01: It was credibly challenged.
24:48
SPEAKER_01: Yes, but before you just say no, you always do look what is the opportunity?
24:53
SPEAKER_02: So that's the opportunity, right?
24:54
SPEAKER_02: There's the opportunity like, huh, okay, here's the opportunity, and what's the next move?
25:00
SPEAKER_00: Absolutely.
25:01
SPEAKER_01: And then next move, then you you show, even if something can't be accomplished, the next move at least has to be to show and to prove to the customer, to the employee, to the situation that you cared and that you did your due diligence.
25:16
SPEAKER_02: That the effort is there.
25:17
SPEAKER_02: And that's one of the things that we'll always tell a teammate or a consumer is do your very best to never say no.
25:24
SPEAKER_02: So in any situation right there, we didn't owe that to that person, the person with the transmission issue.
25:30
SPEAKER_02: We didn't owe that.
25:31
SPEAKER_02: But instead of saying no, we say, hey, I got a few options I want to present to you.
25:36
SPEAKER_01: Absolutely.
25:36
SPEAKER_02: That doesn't mean you're paying for it.
25:38
SPEAKER_02: Yeah.
25:39
SPEAKER_02: News flash.
25:39
SPEAKER_02: That doesn't mean you're comping something.
25:41
SPEAKER_02: That doesn't mean you're giving away something for free.
25:43
SPEAKER_02: That means you presented some solutions, so it's a nicer way to say no.
25:47
SPEAKER_02: To say you don't have to go back to Google, you don't have to go find someone else.
25:50
SPEAKER_02: Here's a couple options.
25:51
SPEAKER_02: I can get you a brand new transmission that gets a three-year, 36,000-mile warranty.
25:55
SPEAKER_02: I can get you a remand one that's going to save you twelve hundred dollars, or I can get you one from a uh a rec car of the salvage yard that's gonna save you$2,500 and it's gonna come with no warranty.
26:06
SPEAKER_02: Those are all three options that we have available.
26:08
SPEAKER_01: Do you know what happens most of the time with what you said?
26:11
SPEAKER_01: I would say in your business out there, 99% of the time your employee is doing all that work behind the scenes, they just don't properly communicate to the customer what all has been done.
26:22
SPEAKER_02: And you know why?
26:24
SPEAKER_02: Because they make the decision for the customer of how they think that they will react.
26:28
SPEAKER_01: So on the transmission, for example, uh-huh, they only recommend the brand new transmission because they don't want any comebacks.
26:34
SPEAKER_01: Yep, yep, yep, yep.
26:35
SPEAKER_01: You know, um, but at the same time, hey, we did look, we looked at rebuilding it, we looked at what a used one would be, what a remand would be, or if we could just replace the valve body.
26:43
SPEAKER_01: Yeah, you know, um, so it's just communicating that.
26:47
SPEAKER_02: So trying to never say no, always presenting a solution.
26:49
SPEAKER_00: Yeah, I would say the biggest thing they miss in a lot of times, and this goes not even only from your customer service side, but your business expense side, my easy fix is yep, Shelby, I'll take care of that.
27:03
SPEAKER_00: And their customer then thinks, hey, I'm gonna take care of that, then you just pay for it instead of taking the road that is a little far less traveled, is a little bit harder because you have to listen and explain yourself and then offer solutions.
27:20
SPEAKER_00: Most people won't do that because the other is easy.
27:25
SPEAKER_00: It just leads to ongoing things a customer expects you to fix it.
27:29
SPEAKER_00: You didn't really resolve anything by helping the process be fixed.
27:33
SPEAKER_00: So make sure in that that you're taking that other road.
27:38
SPEAKER_00: It's not hard, it just is a little bit more tedious as far as time consuming and actually talking to the customer.
27:45
SPEAKER_01: I want to I want to expound on something you just talked about there because I think as we're all busy, us included, everybody on this podcast, we appreciate you listening, by the way, but we know you're busy and we don't invest enough time initially.
28:03
SPEAKER_01: What I want to tell you is I want you to think about this.
28:06
SPEAKER_01: Extra time invested now reduces time needed in the future.
28:13
SPEAKER_01: Shortcuts today create tons of time needed in the future.
28:19
SPEAKER_01: If you'll take the time today and just uh look for a solution, explain things, you'll reduce any ripple effects down the road.
28:29
SPEAKER_01: If you take a shortcut today and just give them the answer, or just say no, or just hang up or whatever, there will be a ripple effect that will 10x the time required in the future.
28:41
SPEAKER_02: Yeah, I think realizing you didn't put the fire out, you just pushed it somewhere else, right?
28:46
SPEAKER_02: So I think that's a big deal about leadership discipline of knowing when and how and where to handle that.
28:51
SPEAKER_00: That's on consumer and employee side.
28:54
SPEAKER_00: Both sides.
28:54
SPEAKER_00: Because you can look and say, gosh, where did I get how did I get in the situation with this employee?
28:59
SPEAKER_00: Why is this such a problem?
29:01
SPEAKER_00: Well, you can go back and chase or down the route reason the cause of it to when that whenever they started and it wasn't addressed properly.
29:08
SPEAKER_03: Yeah.
29:09
SPEAKER_00: So making sure you're taking the time and effort, whether it's customer, internal, external, or facing, you address what needs to be addressed.
29:16
SPEAKER_00: Oh, that's so good.
29:17
SPEAKER_00: All right, the next subject there.
29:19
SPEAKER_01: Reframing as a daily leadership discipline, not just as a crisis tool.
29:28
SPEAKER_01: I'm gonna tell you guys when I have messed up on this, is when I've responded too quick.
29:34
SPEAKER_01: And you know why I mess up when I respond too quick?
29:37
SPEAKER_01: Because my emotions are involved.
29:39
SPEAKER_01: And I didn't go through what I just taught just a minute ago on pausing and breathing.
29:43
SPEAKER_02: Well, at least that's real world saying that you don't just have it all figured out, right?
29:47
SPEAKER_02: But it's a daily habit of the discipline of understanding, slow to respond, under, you know, go through those three questions.
29:54
SPEAKER_02: But if you respond too quickly, it's gonna be just a crisis tool, emotionally involved, and it's not gonna have a proper outcome.
30:01
SPEAKER_01: It's important that you have people in your life, and even if they're underneath you or over you or equal to you, or whatever, that feel safe to call you out about that.
30:13
SPEAKER_01: And here's what I want to say: you you guys will tell me when I'll react, but like, don't give us a knee-jerk reaction.
30:21
SPEAKER_01: And what that says is like, hey, slow down, don't get your emotions involved.
30:24
SPEAKER_01: And I didn't get mad at you guys.
30:26
SPEAKER_02: You know what I mean?
30:27
SPEAKER_02: I think that that's a big sign of well, I don't care how if you're 12 years old or 58 years old, of understanding the maturity of accountability partners.
30:38
SPEAKER_02: And because I'll do that, you know.
30:39
SPEAKER_02: I'm just like, hey, hang on, what what are you doing?
30:42
SPEAKER_02: I'm like, Dad, too.
30:43
SPEAKER_02: What are you doing here?
30:44
SPEAKER_02: Like, what's going on?
30:45
SPEAKER_02: Like, you just tomahawk that guy, he's trying to bring value to us.
30:48
SPEAKER_02: Or like, whoa, hey, at the car show.
30:51
SPEAKER_02: I'm like, hey, they're together, it's okay.
30:53
SPEAKER_02: Get over here, pipe down.
30:56
SPEAKER_02: So sorry, over this way.
30:58
SPEAKER_02: And so that's important to realize and not get your on the other side, not get your feelings hurt.
31:03
SPEAKER_02: That's like, hey, they called you out.
31:04
SPEAKER_02: And it's like, why is he calling me out?
31:06
SPEAKER_02: You know, it's like, no, no, no, they saw that you had emotions involved.
31:11
SPEAKER_00: And that is, you know, funny enough, is growing up more and more and continuing to work together and go.
31:18
SPEAKER_00: There's been plenty of times that we get irritated at each other and back off and then grow and then move forward in our working relationship as well as our family relationship of continuing to grow as leaders.
31:31
SPEAKER_00: Like, you'll get irritated about it.
31:32
SPEAKER_00: I'm not, we're not sitting here saying you don't, but you learn and then you continue to grow.
31:36
SPEAKER_00: And guess what?
31:37
SPEAKER_00: As you continue to work more and more together, it becomes just a more powerful force.
31:42
SPEAKER_01: It does.
31:43
SPEAKER_01: Like everybody has to know that that as the three of us sit here and we've talked 86 episodes now, you're like, well, dang, if I had it figured out and just so much rhythm and in sync as the Lewis brothers did, everything would be great.
31:54
SPEAKER_01: Well, that's not reality, okay?
31:57
SPEAKER_01: I mean, we we talk positive in here, we are positive people, we're solution-based, but we have to work through things.
32:03
SPEAKER_01: We do.
32:03
SPEAKER_01: And exactly what we're talking about here is why we can work together.
32:08
SPEAKER_01: Because if something comes up that one of us brings up or a discussion happens that we don't completely agree with, and I'm speaking for you guys here, so you can join in and correct me, uh, that you don't completely agree with, most of the time I'll digest it and think about it without my initial emotions involved of like, hey, why are you guys going against me on this, or you're not seeing this, to see if it actually is a concern.
32:33
SPEAKER_01: And if it still is a concern an hour later or tomorrow, then to bring it back up.
32:38
SPEAKER_01: Hey, let's discuss that a little bit more.
32:40
SPEAKER_03: Yeah.
32:40
SPEAKER_01: And let's let's talk more into that.
32:42
SPEAKER_01: But I can tell you 75 or 80% of the time, when I feel that way, once my emotions go down and I think logically about it, it doesn't need any more discussion.
32:50
SPEAKER_02: No, because it was an idea you think, hey, this is an opportunity, or hey, this is a problem, it gets brought up, and we're like, it's not as bad as you think.
32:58
SPEAKER_02: Like, here's where it rears its head, sure, and here's actually what's happening.
33:02
SPEAKER_02: And then so that after you digest that, after we shut it down or say yes, one or the other, then you're like, okay, it's not near as bad as I thought.
33:09
SPEAKER_02: Then let's let it go.
33:10
SPEAKER_02: Or hey, let's come back to that.
33:12
SPEAKER_02: I know we didn't see eye to eye or we didn't take the time to break that down.
33:15
SPEAKER_02: Can we relook at that?
33:17
SPEAKER_02: And here's some facts that I found.
33:18
SPEAKER_01: The only way we can do that is by doing exactly what we're talking about in this podcast.
33:23
SPEAKER_02: Yeah.
33:24
SPEAKER_02: So when we get into this, what we say is, hey, let's go back to podcast 86.
33:28
SPEAKER_02: That's right.
33:29
SPEAKER_02: We've never done that before.
33:30
SPEAKER_01: But because we're talking from example here.
33:33
SPEAKER_01: Like, yes, I read a definition off the internet.
33:35
SPEAKER_01: We've got to go.
33:36
SPEAKER_02: But you knew the definition.
33:37
SPEAKER_02: You just brought it up so you did sound doctorate there, but you knew of it.
33:40
SPEAKER_02: It's the same thing that I didn't know who wrote that book because I don't remember the people, but I remembered the book, and so I looked it up, right?
33:46
SPEAKER_01: That's right.
33:47
SPEAKER_01: But it it does, it takes discipline and it takes effort and intention to be able to reframe and refocus that way.
33:54
SPEAKER_01: And then who sets the culture for our businesses?
33:57
SPEAKER_01: We do.
33:58
SPEAKER_04: Yeah.
33:58
SPEAKER_01: And the more we invest to our leaders, that protects it.
34:02
SPEAKER_01: And and the more culture and the way we act dictates and determines how everybody else does.
34:10
SPEAKER_01: So it's so important.
34:12
SPEAKER_01: You know, Dave Anderson will quote somebody else added to the list here.
34:15
SPEAKER_01: Dave Emerson had a book and he said the fish rots from the head.
34:19
SPEAKER_02: Yeah, dad bought us the book and had Dave Anderson sign it and gave it to us.
34:24
SPEAKER_02: Sold that book the other day.
34:26
SPEAKER_01: But it was so true because it just means, you know, starting at the top.
34:29
SPEAKER_03: Yeah.
34:29
SPEAKER_01: Starting at the top.
34:30
SPEAKER_01: And and I'll go back to the airplane thing again because this one was so good about Craig Grochell is and he was just talking about that of being able to rise up where you can see everything, but then descending back down to make sure everything's correct.
34:43
SPEAKER_00: So if you don't ever rise up, you will miss so many things.
34:47
SPEAKER_00: I know you have shared that because you had to wage and go through all of it before you had either of us to be able to help you.
34:55
SPEAKER_00: That I know I'm gonna grind it out, I'm gonna work harder than everyone, I'm gonna be here early, I'm gonna do all this, and I'm never gonna step back and be able to analyze my team because I have to be the one pulling the sled, which we all want to do.
35:08
SPEAKER_00: But if you don't rise up, you can never see what's going on.
35:12
SPEAKER_00: Yeah, absolutely.
35:13
SPEAKER_00: You can never see what's going on.
35:14
SPEAKER_02: All right, fact of fiction.
35:15
SPEAKER_02: The first reaction is usually the right reaction.
35:20
SPEAKER_00: I'm gonna say that's false.
35:22
SPEAKER_02: Fiction.
35:23
SPEAKER_01: 100% false.
35:25
SPEAKER_02: Because most people do not talk.
35:26
SPEAKER_01: Correct.
35:27
SPEAKER_02: Most people do not even hear the whole question or the whole concern.
35:31
SPEAKER_01: They hit you with a because their emotion and their knee-jerk reaction got in there.
35:36
SPEAKER_00: You want to know why the majority of time everybody that comes in here load their lips loaded because they have all the support, everything else they've looked online, all the keyboard warriors have told them what to do, why it doesn't work whenever they talk to us.
35:51
SPEAKER_00: Because I it's got to be better than 90% of people will not go through the same process that we talked about of just listening.
36:00
SPEAKER_00: Just listen.
36:01
SPEAKER_00: You don't have to give anything away, just listen.
36:04
SPEAKER_00: And whenever you do that, you're gonna be better than it's probably higher than 90%.
36:09
SPEAKER_02: I can tell you by biting your tongue.
36:12
SPEAKER_02: Oftentimes in that situation, they're like, Can you at least say something?
36:17
SPEAKER_02: Can you at least give me some rebuttal?
36:20
SPEAKER_02: They're they're out of gas, and they're like, please give me some more things to rebuttal.
36:25
SPEAKER_02: Because I I still want to fight more, but you're not giving me anything to fight about.
36:30
SPEAKER_01: That's it.
36:30
SPEAKER_01: They talk about it, and none of us grew up being like MMA or boxing fighters, but but I've listened to people, and if I was in a situation, um, this is what I would do is I would wear them out first.
36:46
SPEAKER_01: And then the fighters talk about that.
36:47
SPEAKER_01: Like if you're on defense and you just wear them out first, like hit them with an OE, you know, that's the same thing.
36:53
SPEAKER_01: You allow a customer, you allow an employee, you allow a situation to dump.
36:58
SPEAKER_01: You know, just we when you look in, you know, why do people respond based upon emotion?
37:04
SPEAKER_01: Here's what it says people rely on emotion to respond because feelings are faster than conscious thought.
37:12
SPEAKER_01: Oh, yeah.
37:12
SPEAKER_01: It's just what came to their mind.
37:14
SPEAKER_02: Like the front of the brain versus the back of the brain.
37:15
SPEAKER_02: That's it.
37:16
SPEAKER_02: Right?
37:16
SPEAKER_02: That's it.
37:17
SPEAKER_02: All right, so same problem, different lens.
37:20
SPEAKER_02: Okay.
37:20
SPEAKER_02: Like how reframing, we talked about the reframe before you respond.
37:25
SPEAKER_02: Now we're talking about how reframing changes the outcome, right?
37:28
SPEAKER_02: If you're a knee-jerk reaction, your first reaction is a wrong reaction, what does that do?
37:32
SPEAKER_02: Well, it creates more problems.
37:34
SPEAKER_02: You know, the solution is not the proper outcome, it might cost you more money.
37:39
SPEAKER_02: So reframing internal problems, missed goals, employee conflict, underperformance.
37:45
SPEAKER_02: So, how you properly reframe that when someone misses a goal, yes, or someone has conflict with someone else, or not performing at the level, talk us through how do we reframe that scenario.
37:58
SPEAKER_01: When you sit down with somebody in this situation, it is very important to have the facts because when you have facts, emotions don't creep in.
38:07
SPEAKER_02: So instead of saying, hey, last month you underperformed, you were only 60% of your goal, we didn't have the activities.
38:15
SPEAKER_02: You can say all that, yes, but you can say it with the facts.
38:18
SPEAKER_02: It's like, hey, I want to go over line by line, read me line two and three, and tell me kind of where we were at there.
38:23
SPEAKER_01: So if we were sitting down going over with a salesperson about that, they get a month-in recap and it shows their conversion rate, how many calls, how many texts, how many appointments, how many emails, how many they sold.
38:33
SPEAKER_01: We'll say, Hey, let's walk through all your activity last month.
38:37
SPEAKER_01: Um, based upon your results, are you pleased with where you you ended up last month?
38:42
SPEAKER_01: Would you like to grow?
38:43
SPEAKER_01: Yes.
38:43
SPEAKER_01: Most people's answers yes, there.
38:45
SPEAKER_02: Yeah, they're just like, are you stupid?
38:46
SPEAKER_02: Like, yeah, I didn't sell enough cars.
38:48
SPEAKER_02: Like, okay, well, let's go a little deeper.
38:50
SPEAKER_01: And then we go a little deeper and say, do you feel like that we can gain more souls by upping your activity or upping your conversion ratio?
38:59
SPEAKER_01: And one of those two will happen.
39:00
SPEAKER_01: Okay.
39:01
SPEAKER_01: It depends upon who we're talking to.
39:02
SPEAKER_01: And we know we're driving the ship there.
39:04
SPEAKER_01: Like, hey, no, you've got plenty of activities, you're just not converting.
39:08
SPEAKER_01: So let's work together on this so we don't miss those goals again.
39:13
SPEAKER_04: Yeah.
39:13
SPEAKER_01: That's just a different way to look at it.
39:15
SPEAKER_01: Same thing with employee conflict.
39:17
SPEAKER_01: You've got to employ conflict is one of those tricky ones that you have to make sure you get to the root cause because it's not the face value what they brought.
39:26
SPEAKER_02: It's no different than the customer realizing what the actual problem is.
39:30
SPEAKER_01: And you have to take the time and take notes and figure out if you're handling one of those situations.
39:35
SPEAKER_01: Can I tell you there is no way you can go into a situation of an employee saying, Hey, I need to talk to you about an issue I'm having with X, Y, and Z.
39:44
SPEAKER_01: You can't go in into that knowing the solution.
39:47
SPEAKER_01: I never do.
39:48
SPEAKER_01: Now, my solution is to how to figure a solution out.
39:51
SPEAKER_02: Because generally, you don't know the real route problem.
39:55
SPEAKER_02: You know the commotion and you know what's happened, but you don't know the real problem.
39:59
SPEAKER_01: And if you go into it thinking you know the real problem, you'll miss the opportunity to fix it.
40:03
SPEAKER_01: You will.
40:03
SPEAKER_01: So you're asking the questions, asking the question, and I'm just writing down how to address this.
40:08
SPEAKER_01: And then once I get it filled out and it's ready to go and they're done, it'll present itself on how to fix it, that conflict resolution.
40:16
SPEAKER_01: Whether it ends up being moving or getting the other person in and y'all talking about it, laying it out.
40:22
SPEAKER_01: We've done that plenty of times with plenty of departments.
40:24
SPEAKER_02: Yeah.
40:25
SPEAKER_02: And I'll tell you one of one of the easiest things and the best way that I could tell you of handling underperformance is the way that I will reframe the initial conversation.
40:36
SPEAKER_02: Instead of saying, hey, we've got a problem, we completely underperformed, or we missed our goal, or you didn't perform at that level.
40:45
SPEAKER_02: I will reframe that and I'll sit down with them and say, hey, we have a huge opportunity.
40:50
SPEAKER_02: That's right.
40:51
SPEAKER_02: Instead of going in with a negative connotation, I will go in with a positive and say, hey, we have a huge opportunity here.
40:58
SPEAKER_02: Let's look at the facts and then be like, oh my gosh, like that guy was the nicest to me in a scenario where he shouldn't have been.
41:06
SPEAKER_02: And he gave me opportunities of how we get to that level and the circumstances or the consequences if I don't get where I'm supposed to be, but he was positive the entire time.
41:16
SPEAKER_02: That's right.
41:16
SPEAKER_02: And reframed is like, oh my gosh, I'm pumped up, jacked up, and he should have been writing me up, firing me, or so pissed at me.
41:23
SPEAKER_01: And it, I'm gonna expound on that a little bit.
41:25
SPEAKER_01: So when you talked about an opportunity, like let's talk about when we're meeting with our managers, we talked about salespeople.
41:30
SPEAKER_01: And let's say we ended up ranking number three or number four in sales, where we should have been number two, number one, somewhere in there.
41:36
SPEAKER_01: Say, hey, we have an opportunity here.
41:39
SPEAKER_01: We ended up at, I'm gonna make up numbers here, 60, number one was 110, number two was 100.
41:46
SPEAKER_01: So I just want to have a discussion with you about obviously there's growth there in our industry.
41:52
SPEAKER_01: What do you feel like we need to do to get back up to that number one, number two level?
41:58
SPEAKER_02: Do we need more people?
41:59
SPEAKER_02: Do we need more training?
42:00
SPEAKER_02: Was our pricing right?
42:02
SPEAKER_01: So it's in their court and they feel heard.
42:04
SPEAKER_02: Yeah.
42:04
SPEAKER_01: Now I more just like you.
42:06
SPEAKER_01: You're gonna drive the ship.
42:07
SPEAKER_01: We're gonna drive because we know the answer.
42:09
SPEAKER_01: Yeah.
42:10
SPEAKER_01: But we're gonna make it their idea.
42:13
SPEAKER_01: They're gonna present their ideas, we'll drive it.
42:16
SPEAKER_01: Yeah, you know what I mean?
42:17
SPEAKER_02: It's like that's a good idea, but also why don't we look at this?
42:21
SPEAKER_01: Yeah, they say, oh, we need more spiffs.
42:23
SPEAKER_02: What if we actually penciled more customers that showed up?
42:26
SPEAKER_02: Because our average is to be 80%.
42:29
SPEAKER_02: Looks like we've our 56%.
42:31
SPEAKER_02: So we've got opportunity there of X percent if we just showed every customer that showed up actual numbers.
42:38
SPEAKER_01: So I'm gonna throw the other end here, and it's not in the notes, but I just gotta say this because there's some people out there that were either taught this way or they've seen short-term success this way.
42:48
SPEAKER_01: Some people address managers and departments by fear and threatening.
42:53
SPEAKER_01: And they'll pull everybody in and be like, we missed our goal.
42:57
SPEAKER_01: I'm not gonna fill in all the words.
42:59
SPEAKER_01: If you don't do it again, we're gonna have to let you go and find somebody else to fill this.
43:05
SPEAKER_01: Initially, they will see a bump.
43:08
SPEAKER_01: They will.
43:08
SPEAKER_01: It didn't take any time.
43:10
SPEAKER_01: They got frustrated, they yelled, they might have thrown something, flipped over the table.
43:14
SPEAKER_01: That is short-term success.
43:16
SPEAKER_02: But you got to think in that short-term success, what what is created or what's lost is your camaraderie.
43:22
SPEAKER_02: 1,000%.
43:24
SPEAKER_02: Your culture, the respect, the ability to actually bring a problem without getting tomahawked, all those things are lost.
43:32
SPEAKER_01: What that employee will now do is they will then push that down to the rest of the employees and manage the same way just to make sure they get a paycheck while they're looking for a new place of employment.
43:45
SPEAKER_02: Yeah, and they'll win at any cost, which means your business is not as great as you think it is, and it's not as clean as you think it is.
43:52
SPEAKER_02: And there might be corruptions happening where you see people start fudging paycheck stubs because they're like, man, I was only able to be able to get four.
44:00
SPEAKER_02: 48% approved is like, well, what if we did a little extra here on Mrs.
44:03
SPEAKER_02: Smith?
44:04
SPEAKER_02: Hey, and what if we bump the trade?
44:06
SPEAKER_02: You know, and so then your business gets super rocky because it was like, you better sell this many, or you're gonna be looking for a new job.
44:13
SPEAKER_02: Yep.
44:14
SPEAKER_02: And it's all lost.
44:15
SPEAKER_00: Yeah, or most people I think really miss on that is don't manage by fear, but don't make the mistake of whenever you're having your conversation.
44:26
SPEAKER_00: It needs to be a different intensity level.
44:29
SPEAKER_00: That you are holding them accountable.
44:30
SPEAKER_00: It's not, hey, Matt Shelby, we need to go over this.
44:34
SPEAKER_00: It's like, hey, you know, come over here.
44:35
SPEAKER_00: I've got some things we need to go over that I think is a really great direction that we can move forward with.
44:40
SPEAKER_02: And that's one of those things sometimes that I have to circle back to and say, hey, I do need you to understand this.
44:45
SPEAKER_02: Please do not uh mistake my kindness for weakness.
44:49
SPEAKER_01: That's right.
44:49
SPEAKER_01: So at the end of it, then there's an action plan in there.
44:52
SPEAKER_02: Oh, yeah, it's very clear understanding.
44:54
SPEAKER_02: And so then action plan, when we'll circle back to that, how we get there, the game plan, how then they address their subteams and everything there.
45:03
SPEAKER_02: So that was the internal problems.
45:04
SPEAKER_02: Taylor, talk on external problems like bad reviews, lost deals, or market shifts.
45:11
SPEAKER_00: So let's dive into bad reviews there.
45:14
SPEAKER_00: You know, we we've kind of touched on to it of that a lot of times it's aimed at, we think our our business and going through there in practices we know necessarily aren't the case, aren't the circumstances.
45:26
SPEAKER_00: More times than not, it's communication.
45:29
SPEAKER_00: It's communication, I think, is our number one reason for on a sales, on a service, on a parts, whatever it would be.
45:36
SPEAKER_00: So of diving into, and I always really like to go and touch base with whoever is mentioned in the review.
45:43
SPEAKER_00: So if it's a if it's a manager, if it's a salesperson, getting the story there, but then being able to reach back out and enabling that person to be able to do it.
45:53
SPEAKER_00: We more times than not in the past have always been the one of, hey, we're gonna handle this, I'm gonna get in this.
45:59
SPEAKER_00: No, I want to be able to touch base with them.
46:02
SPEAKER_00: That then we always talk about enabling, empowering our own employee of saying, I'm gonna have so-and-so follow back up with you.
46:10
SPEAKER_00: Please let me know if something doesn't get taken care of here.
46:13
SPEAKER_00: But they are knowledgeable about the situation and you dive back into it there.
46:17
SPEAKER_02: And I think on that, realizing that we're, you know, because we're talking about reframing how that changes outcomes, realize that we did quote the right transmission.
46:27
SPEAKER_02: Sure.
46:27
SPEAKER_02: Right?
46:28
SPEAKER_02: And we did do it in a timely manner.
46:30
SPEAKER_02: The opportunity, instead of where you screwed up at, Jimmy Jack Wagon, the opportunity is did we communicate all options?
46:38
SPEAKER_02: That's right.
46:38
SPEAKER_02: And did you tell them how hard you were working for them, or did you just assume they would know that?
46:44
SPEAKER_02: And so that's reframing the outcome.
46:46
SPEAKER_02: Hey, Mrs.
46:46
SPEAKER_02: Smith, need to let you know, got it checked in.
46:49
SPEAKER_02: Uh, looks like it's gonna take a lot of work.
46:52
SPEAKER_02: I just want to let you know we're looking at some options, and I'm gonna get back with you before noon to give you at least three options.
46:58
SPEAKER_01: I want to take the next next couple about the lost deals and the market shifts.
47:02
SPEAKER_01: And what I look at here is lost deals, is those are opportunities for us to learn.
47:07
SPEAKER_01: And the only way you can learn is you really need to have a different party involved.
47:13
SPEAKER_01: And, you know, we're fortunate enough to have enough sales managers where we'll say, I want everybody to flip-flop the deals they were working on today.
47:20
SPEAKER_03: Yeah.
47:21
SPEAKER_01: And I want you to call on my deals, they those deals, and vice versa.
47:26
SPEAKER_01: And then you get to follow up as a third party and uncover if we missed a trade, if our guy didn't follow up, if we weren't nice, any of that stuff, they'll let you know.
47:38
SPEAKER_01: So you gotta remember, lost deals are an opportunity to figure out what you need to fix so it doesn't repeat itself.
47:45
SPEAKER_01: And the only way you can do that is because human beings are not built to be confrontational.
47:51
SPEAKER_01: We've talked about this in restaurants.
47:52
SPEAKER_01: And if you really want their true opinion, you're gonna have to remove the person they were directly working with so they don't feel like that they're hurting their feelings.
48:01
SPEAKER_02: Yeah, that's so tough because in a in a uh performance-driven industry, they're like, one, that means that I'm not good enough to close my deal.
48:11
SPEAKER_02: Yeah, I'm not good enough to do the thing.
48:14
SPEAKER_02: It's like, well, right now you're getting zero of it.
48:16
SPEAKER_02: So let's see if we can get something of it.
48:18
SPEAKER_02: Two, realizing that we can put their feelings, their emotions, and be humble enough to say, no, we're a team, and if he can close the deal that I couldn't close, that means we're a good team.
48:28
SPEAKER_02: Yeah, but the glove doesn't always fit, but we do realize that we still have to play ball.
48:33
SPEAKER_02: And so here you use my glove and I'm gonna go to the outfield.
48:37
SPEAKER_02: You're a better catcher in this scenario because this pitcher throws it way different.
48:40
SPEAKER_04: Sure.
48:41
SPEAKER_02: And so that's one of those things.
48:42
SPEAKER_02: But all the we get to as a next tier up, realize with manager A, what's the deal?
48:48
SPEAKER_02: Why are you?
48:49
SPEAKER_02: We keep seeing this three times.
48:50
SPEAKER_02: It's repeating what's going on.
48:53
SPEAKER_02: Are you being a jack wagon to these customers?
48:55
SPEAKER_02: Like when they say, Hey, you missed me on my trade by$10,000, and you just say, Well, let me show market value, like facts are important, but then there uh we want selling to be emotional, we don't want it to be logical because we offer so much more than anyone else does.
49:10
SPEAKER_02: So if we just do it on the logics of the number versus the number, we are not in this business of commodity of just selling a million cars for as cheap as possible.
49:20
SPEAKER_02: There's value that we offer more than majority of dealerships out there, right?
49:24
SPEAKER_02: So if you were just like, hey, it's worth what it's worth, take it or leave it, then we get to come back to that because we do that swap.
49:31
SPEAKER_02: So you realize, like, it's like, okay, well, what'd you find, Paul?
49:34
SPEAKER_02: What'd you find, Mason's like this, this, and it's like, no, man, we got an issue with this salesperson, we got an issue with this manager.
49:38
SPEAKER_02: And it's not like get rid of them, it's like, hey, hey, that's your thing to work on.
49:42
SPEAKER_02: Let's work on that.
49:43
SPEAKER_02: Like, hey, how'd you do on your pencil?
49:44
SPEAKER_02: Did you go over the feelings and the excitement, where they're gonna take their car?
49:48
SPEAKER_02: No, I forgot.
49:49
SPEAKER_02: Okay, get back in there and ask them.
49:50
SPEAKER_02: Like, oh man, I just sat on.
49:52
SPEAKER_02: It's like good, we're gonna get rid of your chair, we're gonna get your walking pad or bicycle.
49:55
SPEAKER_02: You pick, right?
49:56
SPEAKER_02: And so it that that's really good realizing that.
49:59
SPEAKER_01: It shows maturity and a true professional if you'll allow somebody else to help you out to achieve a goal.
50:08
SPEAKER_01: And I'll say this: the three of us are are very well educated in this business.
50:13
SPEAKER_01: We're all very good closers and very good word tracks, but there are customers that relate better to me and that I can close better than you two can.
50:23
SPEAKER_01: There are customers that relate better to Shelby that I can't connect as well with that relate to Taylor better than the other two of us can.
50:31
SPEAKER_01: And when we understand that, and we'll compliment.
50:33
SPEAKER_01: And it's like, hey, let's let's let's use all three of us, you know, with our different personalities and different strategies and way to communicate.
50:42
SPEAKER_01: So that's just how sales go.
50:45
SPEAKER_02: Set your ego, like there's an important part of ego, but set your ego outside and let it get some sun, right?
50:51
SPEAKER_01: The ego needs to be on the entire business being successful.
50:55
SPEAKER_02: We win when we get our team to feel like they're winning.
50:58
SPEAKER_02: Yes.
50:59
SPEAKER_02: It doesn't mean to be here I am, I made all this happen.
51:02
SPEAKER_02: It's like, no, our car show is a success because of our entire team.
51:06
SPEAKER_01: You know, the we we have this internal really basic software, okay, that tracks all of our deals.
51:13
SPEAKER_01: And then it tracks how many deals, your PVR, your gross, your percentages, all this stuff.
51:19
SPEAKER_01: And there's leaderboards on there for everybody.
51:21
SPEAKER_01: And I can remember from first moving, really, you know, sales manager to GSM, and then GSM to GM, and like my name's still being on there, but setting my ego aside.
51:34
SPEAKER_01: So it showed up on reports.
51:35
SPEAKER_01: Yes.
51:36
SPEAKER_02: You every once in a while you'd have one deal or two deals, and you were like, Oh my gosh, I look awful.
51:40
SPEAKER_02: My PVR is awful.
51:42
SPEAKER_01: Because you were only getting involved in the ones really.
51:44
SPEAKER_01: Yeah, where there was nothing left.
51:46
SPEAKER_01: We lost$5,000.
51:48
SPEAKER_01: Yeah, yeah.
51:48
SPEAKER_01: And you you think about it at first, and you're like, Well, golly, how are they gonna listen to me and think I'm a leader if I only had two deals for the month and they each lost$2,500?
51:57
SPEAKER_02: They need to look up to you for another reason, for a different reason.
52:01
SPEAKER_01: So you you have to then put that aside, and hey, you're not the leader on the board anymore.
52:07
SPEAKER_01: You are the one trying to help them be the leader.
52:10
SPEAKER_02: You get to win, your ego gets to win when you show them how to be the new leader.
52:14
SPEAKER_01: It's a weird emotional thing to walk through, though.
52:16
SPEAKER_01: I know, but it's great.
52:17
SPEAKER_02: It is all right.
52:18
SPEAKER_02: So, last piece there of reframing in a different lens, reframing personal problems.
52:23
SPEAKER_02: Because I know you guys like talking about personal problems, and I'm not talking necessarily about yours, but I'm talking about the team's burnout, frustration, and decision fatigue.
52:32
SPEAKER_01: It is very important that you allow employees to have some type of an outlet, and that outlet is not a week's vacation.
52:44
SPEAKER_01: No, but it's it's how do you and it's one of the reasons we built the gym here.
52:48
SPEAKER_01: It's one of the reasons we have this and that.
52:50
SPEAKER_01: The pickleball.
52:50
SPEAKER_01: The pickleball.
52:51
SPEAKER_01: Whatever it may be, uh, with our buddy Wayne, it used to be go get some tea, you know, whatever it was of just a quick reframe so you can reset.
53:01
SPEAKER_01: Your body can reset pretty quick, but you have to give it the alcoholic.
53:05
SPEAKER_01: Don't get a head dunk.
53:06
SPEAKER_01: It it will absolutely be able to reset.
53:10
SPEAKER_01: Now, on the on the burnout part, we are different than other dealerships where we we don't force, but we highly encourage people to take their days off.
53:20
SPEAKER_02: Yeah, I mean, think about March when we sold, we sold on average probably double what we normally sell, and everyone got their day off.
53:28
SPEAKER_02: We didn't work any extra days, people still got their early days, people still had their early nights, you know.
53:34
SPEAKER_01: That that was important.
53:36
SPEAKER_01: It really was.
53:36
SPEAKER_01: It it's if you study Chick-fil-A, and I know we've talked about you know the whole My Pleasure deal and this and that, they're closed on Sundays, but their store gets more production in six days out of all the other fast food chain restaurants in seven days.
53:49
SPEAKER_02: That's habit stacking, yeah.
53:51
SPEAKER_02: And I won't insert another book there, but there's other books that talk about that.
53:55
SPEAKER_02: But think about that of burnout or frustration, you need to help them be more successful.
54:00
SPEAKER_02: So when they do take a shot, it's a good shot.
54:02
SPEAKER_02: That's right.
54:02
SPEAKER_02: And when they do take a phone call, it's a good phone call.
54:06
SPEAKER_02: They're not really burned out and they're not really frustrated because of their job or because they're frustrated by the outcome of it.
54:13
SPEAKER_02: So if you can help them, and they are a-okay to work the hours they're working and do the job that they're supposed to do, they just need to see success in it.
54:21
SPEAKER_02: That's good.
54:22
SPEAKER_01: All right, I got another one for y'all here.
54:23
SPEAKER_01: How about a mythbuster here?
54:24
SPEAKER_01: Okay, problems are not good for business and should be avoided.
54:30
SPEAKER_01: But if you do not use a problem as an opportunity to grow, then it will be bad for business.
54:38
SPEAKER_01: What we're looking for is a problem not to repeat itself.
54:40
SPEAKER_01: Yes, yeah.
54:42
SPEAKER_01: But there is no business out there, there's no personal life or journey out there that doesn't have roadblocks and problems.
54:50
SPEAKER_01: It's life.
54:50
SPEAKER_01: Life is not a straight line.
54:52
SPEAKER_02: No, sir.
54:53
SPEAKER_01: You know what I mean?
54:54
SPEAKER_01: It zigzags and it has detours.
54:57
SPEAKER_01: Roads are closed, left foot off.
54:59
SPEAKER_01: So, but you have to you have to learn from those on how to improve.
55:04
SPEAKER_01: Let's hit this one last subject here before we get into a recap because I think this was important of stop solving, start reframing why most problems aren't the real problem.
55:16
SPEAKER_01: And we've talked about this a little bit, but I just want to land the plane on on last thoughts that you guys have.
55:22
SPEAKER_01: And the difference between the stated problem and the actual problem, how do you identify the actual problem?
55:30
SPEAKER_02: Listen, ask questions, be slow to speak, really get all the details, and then kind of do a whether it be in your AI recap or your what it is, it's a you say it's an AI recap, but it's a recap.
55:44
SPEAKER_02: If you write all the details down, you see what's repeated itself, what they've said the most times, then you find the real problem instead of the stated problem.
55:53
SPEAKER_02: What they think is a stated problem is what frustrated them the most, or what they think they've Googled is the most ability to be a limon law buyback, or that's not the actual problem.
56:04
SPEAKER_02: And so you ask enough questions, you're slow to speak, you take notes down, you will find the real problem.
56:10
SPEAKER_00: Yeah, of really being able to dive in and see what the customer is telling you without just thinking you need to tell them what you think they want to hear.
56:19
SPEAKER_01: The key step there is not allowing your emotions to get involved and to listen.
56:25
SPEAKER_01: And those two work hand in hand.
56:26
SPEAKER_01: If you'll listen, your emotions won't get involved.
56:29
SPEAKER_01: If you do not listen and you allow your emotions to get involved, you will not discover the actual problem.
56:36
SPEAKER_02: And I'll tell you the cheat code that we've talked about, but I want to I have to re pop this up.
56:40
SPEAKER_02: If you're talking to somebody on the phone, they might not have anything you better do, and they will talk forever.
56:45
SPEAKER_02: Do you know why they talk forever?
56:47
SPEAKER_02: Because you keep arguing everything that they bring up.
56:50
SPEAKER_02: It's reigniting them.
56:52
SPEAKER_02: You're reigniting it.
56:53
SPEAKER_02: It's like no different than the uh the Ferris wheel.
56:56
SPEAKER_02: It comes back around, it's got the wheels that spin it and shoot it off again.
56:59
SPEAKER_02: Stop engaging.
57:00
SPEAKER_02: Say, hey, I completely understand that you're having a problem.
57:04
SPEAKER_02: I assume full responsibility.
57:06
SPEAKER_02: That's my fault.
57:07
SPEAKER_02: What I want to do is to start from the beginning.
57:10
SPEAKER_02: I'm gonna be quiet, so don't think that I've hung up on you, and I'm gonna take notes and I'm not gonna respond to anything with until I have all the details.
57:17
SPEAKER_02: Then they can only talk for so long.
57:19
SPEAKER_02: I assure you, that is the best heck if you've had too long of a phone call because they're like, Man, I don't want to deal with this crap.
57:25
SPEAKER_02: Like, I'd rather just text them and let them try to wind out through their text.
57:29
SPEAKER_02: It's like, no, just listen and do not rebuttal until you finally got to the end.
57:33
SPEAKER_02: Don't argue.
57:34
SPEAKER_02: And you might even have to get to the end and say, you know what?
57:36
SPEAKER_02: You've hit me with a whole lot.
57:38
SPEAKER_02: And I think we have a lot to work on.
57:40
SPEAKER_02: Here's the thing I want to go sit down with my manager, or I want to go sit down with all the people that had their hands off, and I want to call you back with a solution.
57:47
SPEAKER_02: Because I realize this is a large problem, and I can't, I don't know it all.
57:51
SPEAKER_02: And so I don't have the solution on the phone.
57:53
SPEAKER_02: But what I will do is promise I'll communicate back with you within the next hour.
57:57
SPEAKER_01: Do not get defensive when they bring up information that they have found from talking to others or on the internet.
58:07
SPEAKER_01: That's wrong.
58:07
SPEAKER_01: That's wrong.
58:08
SPEAKER_01: Because you you gotta that is the only resource they have.
58:12
SPEAKER_01: So don't make them feel bad about it.
58:14
SPEAKER_01: I don't care what industry you're in.
58:15
SPEAKER_01: They're gonna tell you how you should frame a house, yeah, or how you should use copper or not use copper and plumbing.
58:21
SPEAKER_01: Put this chemical in your pool or this or that.
58:24
SPEAKER_01: All they have resources too.
58:25
SPEAKER_01: So just listen to it.
58:26
SPEAKER_01: Yeah, don't call them stupid, and just say, hey, I'm gonna go talk to our technician, I'm gonna bring up what you brought up, we'll discuss it, and I'll get back.
58:34
SPEAKER_01: They feel heard.
58:35
SPEAKER_02: Can you send me your Chat G Beauty link so I can go over all those details you came up with?
58:40
SPEAKER_00: Oh man, those are all good, and I love everything we lean in there.
58:44
SPEAKER_00: I got a couple questions for y'all to be able to finish up here.
58:47
SPEAKER_00: So, um, Matt, what's the most useful reframe that you have personally used as a leader?
58:53
SPEAKER_01: Okay, so besides listening and taking notes, I really like this reframe, especially when I have a tough to deal with employee or customer.
59:05
SPEAKER_01: Okay, I will simply ask them if you were in my shoes, what would you do?
59:11
SPEAKER_00: I don't like that one.
59:12
SPEAKER_00: Yes.
59:13
SPEAKER_00: Okay, Shelby, what's the situation right now?
59:15
SPEAKER_00: You might need to reframe.
59:20
SPEAKER_02: Uh working on service, we're working on the service a whole lot of the experience.
59:25
SPEAKER_02: It's the frequency, think of this.
59:26
SPEAKER_02: If a customer buys a new car every three years, right?
59:29
SPEAKER_02: It'll be three years before we potentially see them again in the dealership.
59:34
SPEAKER_02: If they buy a car from us and they service a car with us, likely they're gonna come three times a year.
59:39
SPEAKER_02: And so then we'll see them nine times before they come back to buy a car.
59:43
SPEAKER_02: So making sure a service is a good experience that they actually do come back to us, and there's certain metrics that the factory hits us with.
59:51
SPEAKER_02: And so where that's frustrating, some of the metrics they hit us, the reframe is this is opportunity.
59:58
SPEAKER_02: And so instead of being mad at the manufacturer of like, what is this?
1:00:02
SPEAKER_02: Like, there's a commodity stuff of brakes, tires, batteries, windshield wipers, filters, and so then we have a certain metric to hit.
1:00:09
SPEAKER_02: I'm like, like the metric sheet that they send us for service has at least, and I'm not exaggerating, 25 different metrics.
1:00:16
SPEAKER_02: I look at it, and the funny thing is it's 30 to 60 days behind.
1:00:21
SPEAKER_02: So it is lagging so hard.
1:00:22
SPEAKER_02: So if you're improving, you don't know.
1:00:25
SPEAKER_02: And so the reframe that we're currently still working on is the opportunity in front of us of where that consumer chose to come to us, and how do we like delight them while delighting the manufacturer, making sure that we offer services that need to be offered without making them feel like we're just offering mop and glow of things that they don't actually need.
1:00:44
SPEAKER_02: So that's the reframe that we're currently working on.
1:00:48
SPEAKER_00: A lot of great stuff there.
1:00:49
SPEAKER_00: Episode 86.
1:00:50
SPEAKER_00: Thanks for joining us today.
1:00:52
SPEAKER_00: Always check us out with the freshest specials we have on Lewis Superstore.com and 86 episodes of diving in, book recommendations, and us going completely off the rails, but having fun with it at Crossroad Conversation Podcast.com.
1:01:07
SPEAKER_02: Hey, if you enjoyed this episode, be sure to give it a like, share it with your friends and family.
1:01:11
SPEAKER_02: You can visit our website, send us the questions about what you want to know, what you want to hear, tell us about the automotive industry, family business in general.
1:01:18
SPEAKER_02: Who do you want to hear from?
1:01:20
SPEAKER_02: Send them our way, and we'll do our best to answer any questions you have.
1:01:23
SPEAKER_02: But make sure you tune in next time or we bring in another guest and we talk more about the automotive industry and all the great things going on within our business.