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BART WILSON: Welcome to Driving
sales defining leadership, where
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we talk about the different
facets of leadership, how it is
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evolving and how you as a
dealership leader needs to
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approach your day, your week,
your month, your year and, and
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your career so well. Joining me
is Craig Wilson, one of our
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customer success managers. How
are you, Craig doing? Well, how
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are you? That is great and JD as
well is here.
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J.D. MIXON: I am doing great as
well, even though you didn't ask
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Bart great to be here.
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BART WILSON: So, so what we're
going to talk about today is,
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is, and the reason we, we have
both of our customer success
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managers that are, that do most
of our implementations here is
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it seems that as we've been
going through and doing a lot of
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launches with dealerships and
working with them, front line
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employees get the attention,
they get the scorecards, they
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get the career paths.
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Obviously, they get the
onboarding and the training is,
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is, is launched and rolled out
for, for front line employees.
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And by that, I mean, sales
people, B DC agents, service
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advisors, you know, just the
people who are are doing a lot
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of the work of our stores, but a
layer that gets missed often is
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management. And so we wanted to
kind of talk a little bit. Why
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is management? What management
is so important to this? Now?
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What are you, what are your guys
thoughts on that?
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Well, I think.
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CRAIG WILSON: You know, we've
heard in the past that the, the
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most important positions that
are, not just dealerships. I
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think companies are the, the
middle managers and, and people
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don't quit companies that don't
quit jobs. A lot of times
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they're quitting managers.
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And, we've said this before in
the automotive industry,
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especially sales manager, a lot
of times the people, the sales
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people that sold the most cars
and so, you know, that was a
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natural next progression, but
just because they can sell a
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car, they know what they're
doing. There doesn't necessarily
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mean they know how to manage
people, or how to be a manager.
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And, and I think we fell a lot
of times in, in continuing that
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training once they get promoted
to that job role of, how to deal
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with people. And. And also like
letting them know we, we, we
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talked about the sales people
and stuff, the scorecards is, is
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showing them what success looks
like. It's the same thing with,
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with managers.
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J.D. MIXON: I think that we
often lose sight that just
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because someone is a manager, it
does not necessarily mean that
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they're a leader. And as a
general manager or even as a
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dealer principal, we always have
to know that it's our
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responsibility to make sure that
every layer of our team from
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managers on down the front line,
understand what's expected of
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them. So they can then convey
that to everyone else that is on
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their team.
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And too often we just rely on
our managers to know what
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they're supposed to be doing,
right? And we look at the
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statement at the end of the
month and hey, if they met
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their, if they hit the, whatever
the expectation was for the
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statement, that's all we're
worried about, right? But by
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doing that, we're, we're missing
out on incremental growth
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opportunities. And that's,
that's where I see the
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importance.
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BART WILSON: This is a gross
generalization and I'm
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oversimplifying things, but
there's the dealer candidate
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academy, you know, that that
executives and you know, general
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managers and, and potential
dealers can go to, you know,
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you, you got, you've got that
training in ad A and you know,
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at NCM for these, for these
executives and you've got this
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front line training that we
talked about earlier, right?
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There's a lot of training on how
to sell a car, how to execute a
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phone process. But managers,
they just, they just seem to get
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left a lot. Why is this? Why do
you think this happens that
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managers are kind of left to
their own devices in a lot of
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cases.
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CRAIG WILSON: Maybe part of the
reason is there's not as much
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resources out there for managers
training and, and things like
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that as there is for sales
people and, you know, front line
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employees that seems to be our
focus.
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And if you look at any training
platform or any, you know,
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company out there, that's what
their focus is usually on
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training the, the front line
people and not the managers.
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Just because you're a manager
doesn't mean you can't continue
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to learn and, and grow.
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J.D. MIXON: Yeah, I, I think it
just comes back to, we expect
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these managers to just know what
they're supposed to do. And this
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idea of living and dying by the
financial statement has just
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gone too far. We've gotta, we
gotta reel it back in, gotta
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think about that incremental
growth opportunity for every
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single member of the team.
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BART WILSON: Yeah, that's a
great, that's a great point.
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Let's, let's make a case for,
for this.
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Managers are the key to any
successful implementation of any
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product in a dealership. If, if
if you have a, I don't know CRM
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system and it's not getting
utilized, you can typically look
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at the managers and realize that
they, they aren't bought in or
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they aren't, you know, you know,
driving their employees to use
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it.
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If you look at a phone process
that is not being executed, you
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can typically look at the
managers and say you're not
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training it or you're not
developing it. So they, they're
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so key.
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So I wanna make a case for this
and, and, and before I do, when
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we built our training curriculum
for for one of our, one of the O
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ems, when we were doing a lot of
the lead management training for
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them as, as I was developing
this and, and, and bringing it
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out with our instructional
designers and our, and our, our,
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our, our team, it became very
apparent that in order for this
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to work managers needed to be
trained on how to train that
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process to work.
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So we ended up building this
whole management layer on, you
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know, managing a team that one
on ones, you know, change
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management, all these kinds of
things. And so it, it, it is,
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it's, it's important for any of
these things to, to, to actually
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be implemented. So the first one
I'd like to get into with you
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guys is this concept of give a
manager a scorecard, like you
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would give an employee a
scorecard and it creates
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alignment.
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Can you guys, can we talk a
little bit about the, the
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alignment that happens when
there are quotas across the are
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in the different layers of the
organization that, that align.
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J.D. MIXON: One benefit that I
see from, you know, layering
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those quotas is it gives that
executive leadership, the
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ability to easily see what the
manager is focusing on with
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their team, right? So if that
is, you know, let's just talk
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service for a minute.
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If it's the service manager, if
we know that one of, if one of
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their quotas is, you know,
overall elr, you know,
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department elr, that's something
that quickly shows the, the
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dealer principle that the
service manager is focusing on
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that with their team, right?
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And then they can track what
those incremental changes look
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like, whether positive or
negative and how they're
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affected by the other quotas
that are being tracked. It just
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makes it easier for just
downward communication.
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And also if the team knows the
manager being engaged on this
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exact same criteria, it gives
them that, that bigger sense of
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buy in, you know, that, that
idea that, oh yeah, you know,
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Mel is being engaged on this
too. I wanna, I wanna perform
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well for her because this
affects her just like it affects
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me and it, it just, it, it i, it
creates a bond, I guess you
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could even say.
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CRAIG WILSON: I, I think to kind
of echo what you're saying
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there. JD that if I'm a, if I'm
a salesperson and I'm getting
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the scorecard and I'm getting
great every month with my
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manager isn't I, I kind of think
like what, you know, what,
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what's the deal there, but it
almost put you on the same, I'll
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say same level, but you know,
they're getting scored just the
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same as I am.
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You know, that, I don't, I don't
know how I'm trying to say here
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but, almost like you're, you're
more peers than, you know, boss
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or, or employee or whatever
because you're all being held
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accountable as opposed to just
people on the front line or the.
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BART WILSON: How is the team,
how many times have you heard
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that organizational chart thing
where they, they take a look at
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the ORG chart and they say
actually we should flip it
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upside down because as
leadership and managers we serve
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you and, and what you're kind of
saying, Craig it, it, it does
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kind of make it more of a,
you're, you're, you're sharing
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or shouldering the load with
everybody else in the department
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for achieving these goals, use
whatever metaphor you want.
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You're all rowing the bolt, the
same direction, you're all on
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the same bus, whatever it is,
this alignment can help to
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foster that.
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You know, we've, we've said
before, if we're talking about
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training and, and, and training
for managers, we've said before,
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there are three use cases for
training and dealership. One of
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them is certification. You need
to be certified as an employee
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to answer the phone for me to
handle a lease customer,
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whatever it is, right.
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The second one is, is
maintenance because we're human,
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we're adults. We, we forget
things. So maybe every 90 days
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having something come back
around to, to refresh and, and
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remind me what, what I'm
supposed to do is another one
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and the third one and the one
that's the most impactful is
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coach and correct.
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And that's where adult learning
and, getting the content that I
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need when I need it at a stage
where I'm ready to listen to it.
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And I'm aware of, of how it can
help me is so important.
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And so as a leader to be able to
see, I'm gonna use your example,
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JD. Effective labor aid is down
as a store. We're going to focus
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on effective labor rate. So I'm
going to sit with my, you know,
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parts of service director, my
service manager and talk about
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what we're going to do.
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He's going to come up with a
plan and then he's gonna take
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that to his advisors and talk to
them about what they're gonna do
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and they're going to come up
with a plan and now we actually
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have the opportunity or a better
chance to get some to get some
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development in that particular
quota.
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J.D. MIXON: Well, put.
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BART WILSON: So, so that kind of
bleeds into, you know, this
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concept of performance and
productivity. We've talked a lot
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on, on this concept of
activities, get results. And so
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if I wanna sell 15 cars and my
manager, she comes to me and she
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says, look, all you need to do
is sell 15 cars. What do you
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need to do and, and you kind of
look at it from a month picture.
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It, it, it doesn't make as much
or, or, or do, do as well as if
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you say, look, all I need you to
do is talk to two people a day
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or, you know, do, do, do six
outbound. You sent me two
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appointments a day, do, do 16
outbound phone calls, whatever
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these things are, you break
these down into a daily, metric
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or quota and it's a lot easier.
Well, the same rules apply with
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your managers, right?
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You know, the, the managers can
get caught on the 20th going.
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Oh, you know, I just did the
math and we're not even going to
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be coming close to hit our sales
goal. I, I, if you're able to,
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to get them aligned from a daily
and a monthly scorecard, it's a
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little easier for them as
managers to, to stay on track
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and it should improve
performance.
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J.D. MIXON: I'm glad you brought
up daily checkout Bart because
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so often, well, I mean, golly,
this is the same thing as what
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we were just talking about with
quotas, but it's this idea that
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we're all being held to the same
standard and not only that, it's
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not just because we're being
held to the same standard like I
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got, I mean, well, what's the
thing you always hate a manager
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saying as well? I've got to do
it. So you've got to do it.
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That's garbage. There's also the
why the why is the same if we
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break it down incrementally,
Your, your example of, you know,
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make two phone calls or have two
conversations. If we break our
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day down or our month down into
days, we can see those
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incremental changes and we can
more quickly turn our month
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around. But if we're only
looking at it on the 15th or on
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the 25th, it's a lot harder to
turn that month around.
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So while it does create you
know, symmetry between managers
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and their teams, it also just
helps that manager see where
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their month is going. It's just,
it's never going to be bad
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information to know where you're
at. Typically, we only don't
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wanna know where we're at if
we're not really happy with
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where we're at and if we would
have actually kept track of it,
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we could turn that around or we
could have turned that around.
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BART WILSON: A lot of times I
see, I see a manager is in front
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of this like a control panel and
they have the ability to move
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levers and dials and, and to,
to, to work with their team to
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help achieve performance. And I
need to know what each one of
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those levers can do and which
ones I need to, to pull.
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And if I, if there's that
alignment from, from a you know,
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a salesperson, service advisor,
finance manager B DC agent up to
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their manager level. It's, it's
going to put you in a position
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where you, you have a little bit
more insight into what your team
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actually needs and what each
individual on your, on your team
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needs.
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And that kind of the segues into
a little bit more on, on this
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concept of accountability.
Managers are held, I feel in
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dealerships they are held
accountable and they're, but
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they're held accountable for an
overall objective, whatever it
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is, the, the overall bottom
line, you maybe you made it,
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maybe you made it clear when you
said financial statement JD.
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But, but there, there's a
forecast, there's a, there's AAA
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few numbers that we need to hit.
That's our, that's our nut.
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That's what we gotta do. Go get
it. And I feel like that they're
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missing out a little bit on the,
the how and we need to arm them
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with the how so that we can hold
them accountable to, to that
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objective.
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J.D. MIXON: Having more than
just the forecast or the
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financial statement, having
granular in granular data about
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what's been going on with that
manager is going to create more
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or I should say better
engagement between the executive
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team dealer principle and that
manager.
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And we know we talk about it
every, on every episode of this,
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but engagement is the key and we
can't just go in and say, well,
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you know, here's where your your
gross was last month. You know,
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we're only at, I don't know, 75%
fixed coverage. Oh, you really
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wasn't a good month, was it?
What happened? What do you say?
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Well, it was a, it was a slow
month.
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We've, we all three of us have
been in these conversations. It,
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it was just, it was a slow
month, you know, just folks
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weren't coming in. I don't know
what was going on. Let's talk to
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marketing, right? But if we can
look at more granular
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information, it's going to
create better engagement.
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But more importantly, it's going
to create actionable ga
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engagement. We are going to be
able to move the needle based on
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what we've learned. We can't, we
cannot easily do that by simply
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being what happened at the end
of the month on the, on the
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statement or on our, you know,
on our forecast.
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BART WILSON: I I recently did a
engagement presentation when we
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did a like an Employment engage
employee engagement series and
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there was there was one slide
that I remember it was a
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quadrant and on the lower left
quadrant was I don't know how to
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do it and I don't wanna do it.
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Then the, you know, the two wing
quadrants where I know how to do
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it, but I don't want to do it or
I don't know how to do it, but I
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want to do it. And then
obviously the the, the holy
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grail is, I know how to do it
and I want to do it. And I think
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managers, they are in the same
camp as anybody else.
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And I think, you know, most of
the managers in, in your store
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don't know how to do it but want
to do it. They, they need that,
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they need that insight, that,
that training, that systematic
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development in order to get
there, the, their managers
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because they were good at what
they did and they're bought in,
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they, they, you know, they, they
want to, but we need to help
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them with how.
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J.D. MIXON: You know, what you
just made me think of. Bar is
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something we've talked about
previously with people being
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afraid to ask questions, you
know, whether they don't know
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what a certain acronym means for
a manager, they might not know
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how to, you know, affect
something that's going on in the
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store, whether it's low morale,
whatever it could be right.
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And they're just expected to
know the answer and they don't
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want to come to the dealer and
just say, hey, what do I do? And
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at the same time, they also
can't show someone else their,
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the financial statement, you
know, somebody outside of the
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store to get input on certain
things.
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And so that's another thing that
scorecards can really do is
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give, oh yeah, I sound like a
broken record but provide those
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opportunities for engagement and
learn lessons, opportunities to
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learn for that manager.
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And they're not having to learn
it in a way that they're going
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to feel, like they're not
qualified for their job. You
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know, they, they don't, they're
not gonna feel like they're
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asking a dumb question because
it's not a question they're
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asking. It's simply something
that's on the scorecard that we
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need to review.
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BART WILSON: If I'm, if I'm and
I'm talking about once again, my
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background is variable up. So
I'm gonna use a sales manager.
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Let's let's use your new car
manager. For this example, your
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job in the store is to have high
quality conversations with your
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customers and high quality
conversations with your
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employees. Those were the two
top priorities.
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I would have everything else.
You're gonna have to do it. All
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right. And, and you know, you've
got a lot of the, the
316
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administrative and clerical work
that is involved with selling a
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vehicle and, and you know,
ordering inventory depending on
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how your structure of your story
is.
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But if you think of it like that
from a development standpoint as
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a leader to develop your
managers, I need to arm you so
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that you can have high quality
conversations with customers.
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And quite frankly, in a lot of
cases, that's why they're
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managers. And the big gap for me
is high quality conversations
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with your employees. I need you
to develop a relationship with
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your employees.
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I need to find, I need you to
find out why they're here, the
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motivators, all that fun stuff.
And I need you to be able to, I
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I identify a coaching
opportunity and to be able to
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help develop your employees.
That is, that's what I think
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most managers and dealerships
could really, really use. And a
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scorecard is a great way to, to
develop the manager on a, a
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career path, for example.
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Let's get you to where you're
just an expert at this. And I as
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a leader, been there, done that
right in a lot of cases. So I'm
335
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gonna do a review with you and
we're gonna do it monthly and
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I'm gonna hold you to these KPIS
and I'm gonna make sure that,
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that your, your focus, your
emphasis is on developing your,
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your people.
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CRAIG WILSON: Yeah, I really
like the way you said there
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because just because somebody
got promoted to manager doesn't
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mean that's the end of, that's
the end all of their, of their
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progression. Yes, you know,
looking out of this career path,
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we want them to continue to, to
grow and develop and, and you
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know, who knows what, what job
roles or positions or stuff will
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be available down the road that
this person might be able to go
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into.
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And if you can frame it like
that, look, we want to help
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develop you. That's the reason
we're doing this not to punish
349
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you by having to sit down with
us and, and go through this
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stuff.
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It's, yeah, I, I like to that
bar.
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BART WILSON: That reminds me we
did that research project a
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little while ago on and we, we
we surveyed millennials and Gen
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Z inside of automotive and
outside of automotive on their
355
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drivers. Why, why they would
stay with job, what, what they
356
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like or don't like about their,
their position.
357
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And I did some qualif
qualitative interviews for with
358
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some, with some millennials and
gen Z just to get some context
359
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and, and add a little, add a
little perspective around some
360
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of these questions that, that we
were, we're going to ask and I
361
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talked to somebody that had
actually been through the
362
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Enterprise program.
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She, you know, I, if you think
about it, we driving sales does
364
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and a lot of other people when
they're like career paths like
365
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they do at Enterprise. And, and
I, I kind of talked to her about
366
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that and she said that when she
was, she first got there what
367
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they called the management
trainee program. She loved it.
368
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She was all in, it was the best
experience that she had in her
369
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career.
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And she loved, you know, you
know, she, she ate it up, she
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grew, she learned a lot and I
asked her, how come you're no
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longer at Enterprise? And she
said, when I got that management
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position, the development just
kind of stalled. I, I wasn't
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learning as much.
375
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I, I, it just, it just stopped
and she said I, I left and I, I
376
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went to do something else
because, you know, I, you know,
377
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I wanted to fulfill and
developed and engagement and all
378
00:23:30,500 --> 00:23:36,199
that kind of stuff. But the
point is the managers need this
379
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de development, they need this
career growth and, and it's, it,
380
00:23:39,880 --> 00:23:42,739
it's, it tends to be a little
bit of a gap in a lot of, a lot
381
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of organizations.
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CRAIG WILSON: I also wonder, I
know we've talked about this
383
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before that if, if dealers are
worried or not dealers, maybe
384
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just businesses are worried that
if they, if they're training
385
00:23:55,969 --> 00:23:58,680
their employees too well or do
this or that they're not gonna
386
00:23:58,689 --> 00:24:01,189
have, they're not gonna stick
around, they're gonna grow out
387
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of the position.
388
00:24:03,219 --> 00:24:06,390
And that's one of the, maybe
deep downside, one of the
389
00:24:06,400 --> 00:24:11,319
reasons why they don't. But, I,
I, and we've talked about that
390
00:24:11,329 --> 00:24:13,550
before. It's not something they
should be, they should be scared
391
00:24:13,560 --> 00:24:17,859
of is, is developing our people
too well. Yeah.
392
00:24:20,199 --> 00:24:23,369
J.D. MIXON: Yeah. And that's,
they look that problem, is
393
00:24:23,380 --> 00:24:26,689
prevalent with managers and
their teams as well. See it all
394
00:24:26,699 --> 00:24:29,050
the time on the sales floor. We
don't wanna teach them how to do
395
00:24:29,060 --> 00:24:31,790
dealer trades. We don't want to
teach them how to do vehicle
396
00:24:31,800 --> 00:24:35,010
locates, you know. So instead
we'll just keep them in the dark
397
00:24:35,020 --> 00:24:37,119
and I got that just, you just
bring it to me when you need
398
00:24:37,130 --> 00:24:37,369
that.
399
00:24:38,849 --> 00:24:41,280
CRAIG WILSON: I, I was thinking
of the analogy because I like
400
00:24:41,290 --> 00:24:43,729
sports and, you know, if you're
looking at like a, a football
401
00:24:43,739 --> 00:24:47,040
team, you've got the, you know,
the players who probably the
402
00:24:47,050 --> 00:24:50,410
front line employees and you got
the coordinators, of each of the
403
00:24:50,420 --> 00:24:53,709
different positions that are,
are like the middle managers.
404
00:24:53,719 --> 00:24:59,369
And you look at how many, like
really, really good coaches out
405
00:24:59,380 --> 00:25:05,329
there, continually get their
coordinators, how head coaching
406
00:25:05,339 --> 00:25:07,670
job somewhere else, like they're
continually going and having to
407
00:25:07,680 --> 00:25:11,219
hire new guys and, and they're
continually having to hire new
408
00:25:11,229 --> 00:25:16,910
people because they, they're
training those guys so well and,
409
00:25:16,920 --> 00:25:19,339
and they're, you know, these
coaches that are just going out
410
00:25:19,349 --> 00:25:23,750
and, you know, you look at it
like that, they're not afraid to
411
00:25:23,760 --> 00:25:26,359
develop those and get those guys
to do it.
412
00:25:28,109 --> 00:25:31,589
BART WILSON: The Bill Belichick
coaching tree, the Kyle Shanahan
413
00:25:31,599 --> 00:25:33,530
coaching tree. Have you ever
heard of Mike Shanahan, Nick
414
00:25:33,540 --> 00:25:40,020
Saban? I mean, yeah, so, so the,
what I think with your takeaway
415
00:25:40,030 --> 00:25:43,430
is Craig is to watch the, the
last season of hard knocks about
416
00:25:43,439 --> 00:25:47,630
the, the Dolphins, right? So you
can get an idea now, also, just
417
00:25:47,640 --> 00:25:49,699
to buy a, using.
418
00:25:49,709 --> 00:25:52,530
CRAIG WILSON: That same analogy
that, that just because somebody
419
00:25:52,540 --> 00:25:55,560
is a good coordinator, you know,
how often do we see him and go
420
00:25:55,569 --> 00:26:00,150
be a head coach and just, wow,
like the Josh mcdaniel,
421
00:26:00,160 --> 00:26:04,109
hopefully there aren't any Josh
mcdaniel relatives, listening to
422
00:26:04,119 --> 00:26:04,469
this.
423
00:26:04,479 --> 00:26:07,599
But how many times has that guy
been given an opportunity to be
424
00:26:07,609 --> 00:26:11,380
a head coach and just, just
bombed? But he's, he's done a
425
00:26:11,390 --> 00:26:15,709
good job in the right situation
as a coordinator and stuff like
426
00:26:15,719 --> 00:26:20,189
that. So, whether it's a lack of
training or the guy is just an
427
00:26:20,199 --> 00:26:20,920
idiot. I don't know.
428
00:26:20,930 --> 00:26:25,410
BART WILSON: But, yeah, I like
how you said fam family members
429
00:26:25,420 --> 00:26:29,229
of Josh mcdaniel because we know
there's no fans, right? It's
430
00:26:29,239 --> 00:26:33,719
pretty simple, right? Sorry,
Josh. No, I, I, at the end of
431
00:26:33,729 --> 00:26:38,869
the day I think that that sports
is an easy go to. It just is an
432
00:26:38,880 --> 00:26:43,579
easy, it's an easy go to.
Because I, I think, you know,
433
00:26:43,589 --> 00:26:48,180
it, we tend to be a, a male
dominated industry, right?
434
00:26:48,189 --> 00:26:51,109
And, and a lot of these, you
know, are like who are all
435
00:26:51,119 --> 00:26:54,729
sports but, but it does make a
lot of sense, right? If you
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00:26:54,739 --> 00:26:59,469
think about the way that it, the
way that it works, a lot of
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lessons can be, can be directly
correlated. And if you look at
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00:27:04,170 --> 00:27:09,170
your, your managers in your
organization, we need to develop
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00:27:09,180 --> 00:27:11,969
them. We have to develop them
that they're gonna be the
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00:27:11,979 --> 00:27:14,369
success or failure of a lot of
the initiatives we have.
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J.D. MIXON: We use coach as a
verb for a reason in every
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field, regardless of what it is.
We need to be coaching our team
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Yeah, just makes too much sense.
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BART WILSON: Right. So, as, as
you're thinking about this, we
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will have, we will do this on
future podcasts. We'll talk
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about some of the, the scorecard
quotas and metrics that you
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should have for your manager.
But d don't forget them. They,
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00:27:43,209 --> 00:27:46,000
they need this development and
they need, they need that, they
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00:27:46,010 --> 00:27:48,160
need that push and they need
your, your guidance.
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00:27:48,170 --> 00:27:54,790
So, we'd love to hear about what
you think about the current
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00:27:54,800 --> 00:27:59,339
state. If you're a manager and
you want to, you know, tell us
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00:27:59,349 --> 00:28:02,140
that you're getting, you know,
all the development you need or
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00:28:02,150 --> 00:28:05,589
that you wish you had more or
that if you have any questions,
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00:28:05,599 --> 00:28:09,119
let us know. You can reach us at
podcast at Driving Sales. Com.
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00:28:09,130 --> 00:28:10,430
We, we'd love to hear more.
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00:28:10,439 --> 00:28:14,959
Also, a lot of this, this, these
leadership questions are being
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00:28:14,969 --> 00:28:18,069
asked in discussions on the
community at Driving Sales. Com.
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00:28:18,079 --> 00:28:20,780
So just go to Driving Sales.
Com, click on the community tab
459
00:28:21,150 --> 00:28:25,500
and you'll, you'll see how much
of, of the community is focused
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00:28:25,510 --> 00:28:31,699
on the development, leadership
and growth. It, it, it, you
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know, we'd love to have you on
there.
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J.D. MIXON: Yeah. And hey, we'd
also love to have you as driving
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sales VIP S look, a lot of these
topics that we're discussing
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have been brought up by folks
either in the community or
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00:28:44,630 --> 00:28:49,069
reaching out to us via email.
But the first place we're
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00:28:49,079 --> 00:28:53,790
looking is input from our
driving sales D IP S so free to
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00:28:53,800 --> 00:28:56,819
sign up and you should
definitely check it out. We'd
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love to have you.
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00:28:58,119 --> 00:29:00,359
BART WILSON: Yeah, steer the
conversation. We do webinars a
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lot and, and when we're talking
to the people, they, they want
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to run the topic by us and, and
for us to be able to have some
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context on what the, the people
in the dealership are actually
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looking for that, that just
makes better content for you and
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better content for everybody.
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So, yeah, that's a, that's a,
that's a great idea. Well,
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Craig, thanks for joining us
today. We appreciate your, your
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thoughts. Yeah, thanks for
having me and JD as, as always,
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00:29:25,660 --> 00:29:26,739
glad to be here.
479
00:29:26,750 --> 00:29:28,550
J.D. MIXON: Glad to be here.
It's always great when Craig
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00:29:28,560 --> 00:29:29,500
drops in too.
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00:29:30,069 --> 00:29:32,849
BART WILSON: I know he's put my
tie on when Craig drops in.
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00:29:34,770 --> 00:29:37,619
Thanks to everybody. This has
been driving sales defining
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leadership podcast. We hope to
see you on future podcast
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episodes.
00:00:15,090 --> 00:00:19,489
BART WILSON: Welcome to Driving
sales defining leadership, where
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00:00:19,500 --> 00:00:23,319
we talk about the different
facets of leadership, how it is
3
00:00:23,329 --> 00:00:28,850
evolving and how you as a
dealership leader needs to
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00:00:28,860 --> 00:00:31,899
approach your day, your week,
your month, your year and, and
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00:00:31,909 --> 00:00:36,990
your career so well. Joining me
is Craig Wilson, one of our
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customer success managers. How
are you, Craig doing? Well, how
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are you? That is great and JD as
well is here.
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J.D. MIXON: I am doing great as
well, even though you didn't ask
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Bart great to be here.
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BART WILSON: So, so what we're
going to talk about today is,
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is, and the reason we, we have
both of our customer success
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managers that are, that do most
of our implementations here is
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it seems that as we've been
going through and doing a lot of
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launches with dealerships and
working with them, front line
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employees get the attention,
they get the scorecards, they
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get the career paths.
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Obviously, they get the
onboarding and the training is,
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is, is launched and rolled out
for, for front line employees.
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And by that, I mean, sales
people, B DC agents, service
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advisors, you know, just the
people who are are doing a lot
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of the work of our stores, but a
layer that gets missed often is
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management. And so we wanted to
kind of talk a little bit. Why
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is management? What management
is so important to this? Now?
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What are you, what are your guys
thoughts on that?
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Well, I think.
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CRAIG WILSON: You know, we've
heard in the past that the, the
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most important positions that
are, not just dealerships. I
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think companies are the, the
middle managers and, and people
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don't quit companies that don't
quit jobs. A lot of times
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they're quitting managers.
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And, we've said this before in
the automotive industry,
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especially sales manager, a lot
of times the people, the sales
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people that sold the most cars
and so, you know, that was a
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natural next progression, but
just because they can sell a
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car, they know what they're
doing. There doesn't necessarily
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mean they know how to manage
people, or how to be a manager.
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And, and I think we fell a lot
of times in, in continuing that
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training once they get promoted
to that job role of, how to deal
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with people. And. And also like
letting them know we, we, we
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talked about the sales people
and stuff, the scorecards is, is
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showing them what success looks
like. It's the same thing with,
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with managers.
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J.D. MIXON: I think that we
often lose sight that just
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because someone is a manager, it
does not necessarily mean that
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they're a leader. And as a
general manager or even as a
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dealer principal, we always have
to know that it's our
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responsibility to make sure that
every layer of our team from
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managers on down the front line,
understand what's expected of
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them. So they can then convey
that to everyone else that is on
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their team.
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And too often we just rely on
our managers to know what
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they're supposed to be doing,
right? And we look at the
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statement at the end of the
month and hey, if they met
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their, if they hit the, whatever
the expectation was for the
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statement, that's all we're
worried about, right? But by
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doing that, we're, we're missing
out on incremental growth
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opportunities. And that's,
that's where I see the
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importance.
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BART WILSON: This is a gross
generalization and I'm
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oversimplifying things, but
there's the dealer candidate
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academy, you know, that that
executives and you know, general
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managers and, and potential
dealers can go to, you know,
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you, you got, you've got that
training in ad A and you know,
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at NCM for these, for these
executives and you've got this
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front line training that we
talked about earlier, right?
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There's a lot of training on how
to sell a car, how to execute a
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phone process. But managers,
they just, they just seem to get
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left a lot. Why is this? Why do
you think this happens that
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managers are kind of left to
their own devices in a lot of
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cases.
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CRAIG WILSON: Maybe part of the
reason is there's not as much
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resources out there for managers
training and, and things like
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that as there is for sales
people and, you know, front line
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employees that seems to be our
focus.
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And if you look at any training
platform or any, you know,
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company out there, that's what
their focus is usually on
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training the, the front line
people and not the managers.
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Just because you're a manager
doesn't mean you can't continue
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to learn and, and grow.
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J.D. MIXON: Yeah, I, I think it
just comes back to, we expect
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these managers to just know what
they're supposed to do. And this
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idea of living and dying by the
financial statement has just
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gone too far. We've gotta, we
gotta reel it back in, gotta
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think about that incremental
growth opportunity for every
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single member of the team.
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BART WILSON: Yeah, that's a
great, that's a great point.
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Let's, let's make a case for,
for this.
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Managers are the key to any
successful implementation of any
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product in a dealership. If, if
if you have a, I don't know CRM
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system and it's not getting
utilized, you can typically look
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at the managers and realize that
they, they aren't bought in or
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they aren't, you know, you know,
driving their employees to use
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it.
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If you look at a phone process
that is not being executed, you
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can typically look at the
managers and say you're not
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training it or you're not
developing it. So they, they're
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so key.
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So I wanna make a case for this
and, and, and before I do, when
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we built our training curriculum
for for one of our, one of the O
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ems, when we were doing a lot of
the lead management training for
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them as, as I was developing
this and, and, and bringing it
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out with our instructional
designers and our, and our, our,
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our, our team, it became very
apparent that in order for this
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to work managers needed to be
trained on how to train that
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process to work.
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So we ended up building this
whole management layer on, you
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know, managing a team that one
on ones, you know, change
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management, all these kinds of
things. And so it, it, it is,
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it's, it's important for any of
these things to, to, to actually
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be implemented. So the first one
I'd like to get into with you
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guys is this concept of give a
manager a scorecard, like you
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would give an employee a
scorecard and it creates
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alignment.
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Can you guys, can we talk a
little bit about the, the
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alignment that happens when
there are quotas across the are
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in the different layers of the
organization that, that align.
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J.D. MIXON: One benefit that I
see from, you know, layering
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those quotas is it gives that
executive leadership, the
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ability to easily see what the
manager is focusing on with
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their team, right? So if that
is, you know, let's just talk
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service for a minute.
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If it's the service manager, if
we know that one of, if one of
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their quotas is, you know,
overall elr, you know,
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department elr, that's something
that quickly shows the, the
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dealer principle that the
service manager is focusing on
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that with their team, right?
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And then they can track what
those incremental changes look
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like, whether positive or
negative and how they're
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affected by the other quotas
that are being tracked. It just
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makes it easier for just
downward communication.
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And also if the team knows the
manager being engaged on this
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exact same criteria, it gives
them that, that bigger sense of
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buy in, you know, that, that
idea that, oh yeah, you know,
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Mel is being engaged on this
too. I wanna, I wanna perform
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well for her because this
affects her just like it affects
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me and it, it just, it, it i, it
creates a bond, I guess you
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could even say.
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CRAIG WILSON: I, I think to kind
of echo what you're saying
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there. JD that if I'm a, if I'm
a salesperson and I'm getting
140
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the scorecard and I'm getting
great every month with my
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manager isn't I, I kind of think
like what, you know, what,
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what's the deal there, but it
almost put you on the same, I'll
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00:09:04,280 --> 00:09:07,210
say same level, but you know,
they're getting scored just the
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same as I am.
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You know, that, I don't, I don't
know how I'm trying to say here
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but, almost like you're, you're
more peers than, you know, boss
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00:09:19,340 --> 00:09:22,090
or, or employee or whatever
because you're all being held
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accountable as opposed to just
people on the front line or the.
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BART WILSON: How is the team,
how many times have you heard
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that organizational chart thing
where they, they take a look at
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00:09:31,460 --> 00:09:34,409
the ORG chart and they say
actually we should flip it
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upside down because as
leadership and managers we serve
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you and, and what you're kind of
saying, Craig it, it, it does
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00:09:41,849 --> 00:09:47,099
kind of make it more of a,
you're, you're, you're sharing
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or shouldering the load with
everybody else in the department
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for achieving these goals, use
whatever metaphor you want.
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You're all rowing the bolt, the
same direction, you're all on
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the same bus, whatever it is,
this alignment can help to
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foster that.
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You know, we've, we've said
before, if we're talking about
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00:10:04,869 --> 00:10:09,250
training and, and, and training
for managers, we've said before,
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there are three use cases for
training and dealership. One of
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00:10:11,799 --> 00:10:15,349
them is certification. You need
to be certified as an employee
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to answer the phone for me to
handle a lease customer,
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whatever it is, right.
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The second one is, is
maintenance because we're human,
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00:10:22,859 --> 00:10:26,750
we're adults. We, we forget
things. So maybe every 90 days
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00:10:26,760 --> 00:10:29,989
having something come back
around to, to refresh and, and
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00:10:30,000 --> 00:10:32,450
remind me what, what I'm
supposed to do is another one
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and the third one and the one
that's the most impactful is
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coach and correct.
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And that's where adult learning
and, getting the content that I
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need when I need it at a stage
where I'm ready to listen to it.
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And I'm aware of, of how it can
help me is so important.
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And so as a leader to be able to
see, I'm gonna use your example,
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JD. Effective labor aid is down
as a store. We're going to focus
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on effective labor rate. So I'm
going to sit with my, you know,
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parts of service director, my
service manager and talk about
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what we're going to do.
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He's going to come up with a
plan and then he's gonna take
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that to his advisors and talk to
them about what they're gonna do
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and they're going to come up
with a plan and now we actually
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have the opportunity or a better
chance to get some to get some
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development in that particular
quota.
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J.D. MIXON: Well, put.
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BART WILSON: So, so that kind of
bleeds into, you know, this
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concept of performance and
productivity. We've talked a lot
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on, on this concept of
activities, get results. And so
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if I wanna sell 15 cars and my
manager, she comes to me and she
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says, look, all you need to do
is sell 15 cars. What do you
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need to do and, and you kind of
look at it from a month picture.
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It, it, it doesn't make as much
or, or, or do, do as well as if
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you say, look, all I need you to
do is talk to two people a day
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or, you know, do, do, do six
outbound. You sent me two
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appointments a day, do, do 16
outbound phone calls, whatever
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these things are, you break
these down into a daily, metric
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or quota and it's a lot easier.
Well, the same rules apply with
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your managers, right?
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You know, the, the managers can
get caught on the 20th going.
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Oh, you know, I just did the
math and we're not even going to
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be coming close to hit our sales
goal. I, I, if you're able to,
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to get them aligned from a daily
and a monthly scorecard, it's a
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little easier for them as
managers to, to stay on track
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and it should improve
performance.
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J.D. MIXON: I'm glad you brought
up daily checkout Bart because
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so often, well, I mean, golly,
this is the same thing as what
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we were just talking about with
quotas, but it's this idea that
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we're all being held to the same
standard and not only that, it's
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not just because we're being
held to the same standard like I
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got, I mean, well, what's the
thing you always hate a manager
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saying as well? I've got to do
it. So you've got to do it.
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That's garbage. There's also the
why the why is the same if we
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break it down incrementally,
Your, your example of, you know,
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make two phone calls or have two
conversations. If we break our
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day down or our month down into
days, we can see those
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incremental changes and we can
more quickly turn our month
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around. But if we're only
looking at it on the 15th or on
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the 25th, it's a lot harder to
turn that month around.
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So while it does create you
know, symmetry between managers
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and their teams, it also just
helps that manager see where
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their month is going. It's just,
it's never going to be bad
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information to know where you're
at. Typically, we only don't
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wanna know where we're at if
we're not really happy with
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where we're at and if we would
have actually kept track of it,
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we could turn that around or we
could have turned that around.
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BART WILSON: A lot of times I
see, I see a manager is in front
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of this like a control panel and
they have the ability to move
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levers and dials and, and to,
to, to work with their team to
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help achieve performance. And I
need to know what each one of
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those levers can do and which
ones I need to, to pull.
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And if I, if there's that
alignment from, from a you know,
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a salesperson, service advisor,
finance manager B DC agent up to
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their manager level. It's, it's
going to put you in a position
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where you, you have a little bit
more insight into what your team
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actually needs and what each
individual on your, on your team
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needs.
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And that kind of the segues into
a little bit more on, on this
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concept of accountability.
Managers are held, I feel in
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dealerships they are held
accountable and they're, but
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they're held accountable for an
overall objective, whatever it
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is, the, the overall bottom
line, you maybe you made it,
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maybe you made it clear when you
said financial statement JD.
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But, but there, there's a
forecast, there's a, there's AAA
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few numbers that we need to hit.
That's our, that's our nut.
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That's what we gotta do. Go get
it. And I feel like that they're
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missing out a little bit on the,
the how and we need to arm them
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with the how so that we can hold
them accountable to, to that
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objective.
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J.D. MIXON: Having more than
just the forecast or the
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financial statement, having
granular in granular data about
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what's been going on with that
manager is going to create more
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or I should say better
engagement between the executive
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team dealer principle and that
manager.
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And we know we talk about it
every, on every episode of this,
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but engagement is the key and we
can't just go in and say, well,
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you know, here's where your your
gross was last month. You know,
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we're only at, I don't know, 75%
fixed coverage. Oh, you really
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wasn't a good month, was it?
What happened? What do you say?
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Well, it was a, it was a slow
month.
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We've, we all three of us have
been in these conversations. It,
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it was just, it was a slow
month, you know, just folks
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weren't coming in. I don't know
what was going on. Let's talk to
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marketing, right? But if we can
look at more granular
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information, it's going to
create better engagement.
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But more importantly, it's going
to create actionable ga
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engagement. We are going to be
able to move the needle based on
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what we've learned. We can't, we
cannot easily do that by simply
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being what happened at the end
of the month on the, on the
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statement or on our, you know,
on our forecast.
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BART WILSON: I I recently did a
engagement presentation when we
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did a like an Employment engage
employee engagement series and
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there was there was one slide
that I remember it was a
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quadrant and on the lower left
quadrant was I don't know how to
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do it and I don't wanna do it.
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Then the, you know, the two wing
quadrants where I know how to do
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it, but I don't want to do it or
I don't know how to do it, but I
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want to do it. And then
obviously the the, the holy
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grail is, I know how to do it
and I want to do it. And I think
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managers, they are in the same
camp as anybody else.
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And I think, you know, most of
the managers in, in your store
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don't know how to do it but want
to do it. They, they need that,
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they need that insight, that,
that training, that systematic
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development in order to get
there, the, their managers
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because they were good at what
they did and they're bought in,
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they, they, you know, they, they
want to, but we need to help
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them with how.
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J.D. MIXON: You know, what you
just made me think of. Bar is
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something we've talked about
previously with people being
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afraid to ask questions, you
know, whether they don't know
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what a certain acronym means for
a manager, they might not know
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how to, you know, affect
something that's going on in the
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store, whether it's low morale,
whatever it could be right.
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And they're just expected to
know the answer and they don't
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want to come to the dealer and
just say, hey, what do I do? And
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at the same time, they also
can't show someone else their,
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the financial statement, you
know, somebody outside of the
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store to get input on certain
things.
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And so that's another thing that
scorecards can really do is
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give, oh yeah, I sound like a
broken record but provide those
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opportunities for engagement and
learn lessons, opportunities to
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learn for that manager.
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And they're not having to learn
it in a way that they're going
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to feel, like they're not
qualified for their job. You
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know, they, they don't, they're
not gonna feel like they're
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asking a dumb question because
it's not a question they're
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asking. It's simply something
that's on the scorecard that we
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need to review.
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BART WILSON: If I'm, if I'm and
I'm talking about once again, my
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background is variable up. So
I'm gonna use a sales manager.
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Let's let's use your new car
manager. For this example, your
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job in the store is to have high
quality conversations with your
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customers and high quality
conversations with your
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employees. Those were the two
top priorities.
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I would have everything else.
You're gonna have to do it. All
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right. And, and you know, you've
got a lot of the, the
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administrative and clerical work
that is involved with selling a
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vehicle and, and you know,
ordering inventory depending on
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how your structure of your story
is.
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But if you think of it like that
from a development standpoint as
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a leader to develop your
managers, I need to arm you so
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that you can have high quality
conversations with customers.
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And quite frankly, in a lot of
cases, that's why they're
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managers. And the big gap for me
is high quality conversations
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with your employees. I need you
to develop a relationship with
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your employees.
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I need to find, I need you to
find out why they're here, the
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motivators, all that fun stuff.
And I need you to be able to, I
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I identify a coaching
opportunity and to be able to
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help develop your employees.
That is, that's what I think
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most managers and dealerships
could really, really use. And a
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scorecard is a great way to, to
develop the manager on a, a
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career path, for example.
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Let's get you to where you're
just an expert at this. And I as
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a leader, been there, done that
right in a lot of cases. So I'm
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gonna do a review with you and
we're gonna do it monthly and
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I'm gonna hold you to these KPIS
and I'm gonna make sure that,
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that your, your focus, your
emphasis is on developing your,
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your people.
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CRAIG WILSON: Yeah, I really
like the way you said there
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because just because somebody
got promoted to manager doesn't
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mean that's the end of, that's
the end all of their, of their
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progression. Yes, you know,
looking out of this career path,
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we want them to continue to, to
grow and develop and, and you
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know, who knows what, what job
roles or positions or stuff will
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be available down the road that
this person might be able to go
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into.
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And if you can frame it like
that, look, we want to help
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develop you. That's the reason
we're doing this not to punish
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you by having to sit down with
us and, and go through this
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stuff.
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It's, yeah, I, I like to that
bar.
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BART WILSON: That reminds me we
did that research project a
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little while ago on and we, we
we surveyed millennials and Gen
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Z inside of automotive and
outside of automotive on their
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drivers. Why, why they would
stay with job, what, what they
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like or don't like about their,
their position.
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And I did some qualif
qualitative interviews for with
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some, with some millennials and
gen Z just to get some context
359
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and, and add a little, add a
little perspective around some
360
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of these questions that, that we
were, we're going to ask and I
361
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talked to somebody that had
actually been through the
362
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Enterprise program.
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She, you know, I, if you think
about it, we driving sales does
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and a lot of other people when
they're like career paths like
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they do at Enterprise. And, and
I, I kind of talked to her about
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that and she said that when she
was, she first got there what
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they called the management
trainee program. She loved it.
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She was all in, it was the best
experience that she had in her
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career.
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And she loved, you know, you
know, she, she ate it up, she
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grew, she learned a lot and I
asked her, how come you're no
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longer at Enterprise? And she
said, when I got that management
373
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position, the development just
kind of stalled. I, I wasn't
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learning as much.
375
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I, I, it just, it just stopped
and she said I, I left and I, I
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went to do something else
because, you know, I, you know,
377
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I wanted to fulfill and
developed and engagement and all
378
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that kind of stuff. But the
point is the managers need this
379
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de development, they need this
career growth and, and it's, it,
380
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it's, it tends to be a little
bit of a gap in a lot of, a lot
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of organizations.
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CRAIG WILSON: I also wonder, I
know we've talked about this
383
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before that if, if dealers are
worried or not dealers, maybe
384
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just businesses are worried that
if they, if they're training
385
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their employees too well or do
this or that they're not gonna
386
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have, they're not gonna stick
around, they're gonna grow out
387
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of the position.
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And that's one of the, maybe
deep downside, one of the
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reasons why they don't. But, I,
I, and we've talked about that
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before. It's not something they
should be, they should be scared
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of is, is developing our people
too well. Yeah.
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J.D. MIXON: Yeah. And that's,
they look that problem, is
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prevalent with managers and
their teams as well. See it all
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the time on the sales floor. We
don't wanna teach them how to do
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dealer trades. We don't want to
teach them how to do vehicle
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locates, you know. So instead
we'll just keep them in the dark
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and I got that just, you just
bring it to me when you need
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that.
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CRAIG WILSON: I, I was thinking
of the analogy because I like
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sports and, you know, if you're
looking at like a, a football
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team, you've got the, you know,
the players who probably the
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00:24:47,050 --> 00:24:50,410
front line employees and you got
the coordinators, of each of the
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00:24:50,420 --> 00:24:53,709
different positions that are,
are like the middle managers.
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00:24:53,719 --> 00:24:59,369
And you look at how many, like
really, really good coaches out
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there, continually get their
coordinators, how head coaching
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job somewhere else, like they're
continually going and having to
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00:25:07,680 --> 00:25:11,219
hire new guys and, and they're
continually having to hire new
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00:25:11,229 --> 00:25:16,910
people because they, they're
training those guys so well and,
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00:25:16,920 --> 00:25:19,339
and they're, you know, these
coaches that are just going out
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00:25:19,349 --> 00:25:23,750
and, you know, you look at it
like that, they're not afraid to
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develop those and get those guys
to do it.
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BART WILSON: The Bill Belichick
coaching tree, the Kyle Shanahan
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coaching tree. Have you ever
heard of Mike Shanahan, Nick
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Saban? I mean, yeah, so, so the,
what I think with your takeaway
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00:25:40,030 --> 00:25:43,430
is Craig is to watch the, the
last season of hard knocks about
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00:25:43,439 --> 00:25:47,630
the, the Dolphins, right? So you
can get an idea now, also, just
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00:25:47,640 --> 00:25:49,699
to buy a, using.
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CRAIG WILSON: That same analogy
that, that just because somebody
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is a good coordinator, you know,
how often do we see him and go
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be a head coach and just, wow,
like the Josh mcdaniel,
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hopefully there aren't any Josh
mcdaniel relatives, listening to
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00:26:04,119 --> 00:26:04,469
this.
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00:26:04,479 --> 00:26:07,599
But how many times has that guy
been given an opportunity to be
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a head coach and just, just
bombed? But he's, he's done a
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00:26:11,390 --> 00:26:15,709
good job in the right situation
as a coordinator and stuff like
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00:26:15,719 --> 00:26:20,189
that. So, whether it's a lack of
training or the guy is just an
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00:26:20,199 --> 00:26:20,920
idiot. I don't know.
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00:26:20,930 --> 00:26:25,410
BART WILSON: But, yeah, I like
how you said fam family members
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00:26:25,420 --> 00:26:29,229
of Josh mcdaniel because we know
there's no fans, right? It's
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00:26:29,239 --> 00:26:33,719
pretty simple, right? Sorry,
Josh. No, I, I, at the end of
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00:26:33,729 --> 00:26:38,869
the day I think that that sports
is an easy go to. It just is an
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00:26:38,880 --> 00:26:43,579
easy, it's an easy go to.
Because I, I think, you know,
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00:26:43,589 --> 00:26:48,180
it, we tend to be a, a male
dominated industry, right?
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00:26:48,189 --> 00:26:51,109
And, and a lot of these, you
know, are like who are all
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00:26:51,119 --> 00:26:54,729
sports but, but it does make a
lot of sense, right? If you
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00:26:54,739 --> 00:26:59,469
think about the way that it, the
way that it works, a lot of
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00:26:59,479 --> 00:27:04,160
lessons can be, can be directly
correlated. And if you look at
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00:27:04,170 --> 00:27:09,170
your, your managers in your
organization, we need to develop
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00:27:09,180 --> 00:27:11,969
them. We have to develop them
that they're gonna be the
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00:27:11,979 --> 00:27:14,369
success or failure of a lot of
the initiatives we have.
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00:27:15,359 --> 00:27:19,579
J.D. MIXON: We use coach as a
verb for a reason in every
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00:27:19,599 --> 00:27:23,329
field, regardless of what it is.
We need to be coaching our team
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00:27:24,689 --> 00:27:28,000
Yeah, just makes too much sense.
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00:27:28,290 --> 00:27:32,589
BART WILSON: Right. So, as, as
you're thinking about this, we
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00:27:32,599 --> 00:27:35,250
will have, we will do this on
future podcasts. We'll talk
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00:27:35,260 --> 00:27:39,040
about some of the, the scorecard
quotas and metrics that you
447
00:27:39,050 --> 00:27:43,199
should have for your manager.
But d don't forget them. They,
448
00:27:43,209 --> 00:27:46,000
they need this development and
they need, they need that, they
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00:27:46,010 --> 00:27:48,160
need that push and they need
your, your guidance.
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00:27:48,170 --> 00:27:54,790
So, we'd love to hear about what
you think about the current
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00:27:54,800 --> 00:27:59,339
state. If you're a manager and
you want to, you know, tell us
452
00:27:59,349 --> 00:28:02,140
that you're getting, you know,
all the development you need or
453
00:28:02,150 --> 00:28:05,589
that you wish you had more or
that if you have any questions,
454
00:28:05,599 --> 00:28:09,119
let us know. You can reach us at
podcast at Driving Sales. Com.
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00:28:09,130 --> 00:28:10,430
We, we'd love to hear more.
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00:28:10,439 --> 00:28:14,959
Also, a lot of this, this, these
leadership questions are being
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00:28:14,969 --> 00:28:18,069
asked in discussions on the
community at Driving Sales. Com.
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00:28:18,079 --> 00:28:20,780
So just go to Driving Sales.
Com, click on the community tab
459
00:28:21,150 --> 00:28:25,500
and you'll, you'll see how much
of, of the community is focused
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00:28:25,510 --> 00:28:31,699
on the development, leadership
and growth. It, it, it, you
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00:28:31,709 --> 00:28:33,660
know, we'd love to have you on
there.
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00:28:34,949 --> 00:28:37,589
J.D. MIXON: Yeah. And hey, we'd
also love to have you as driving
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00:28:37,599 --> 00:28:42,000
sales VIP S look, a lot of these
topics that we're discussing
464
00:28:42,010 --> 00:28:44,619
have been brought up by folks
either in the community or
465
00:28:44,630 --> 00:28:49,069
reaching out to us via email.
But the first place we're
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00:28:49,079 --> 00:28:53,790
looking is input from our
driving sales D IP S so free to
467
00:28:53,800 --> 00:28:56,819
sign up and you should
definitely check it out. We'd
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00:28:56,829 --> 00:28:57,449
love to have you.
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00:28:58,119 --> 00:29:00,359
BART WILSON: Yeah, steer the
conversation. We do webinars a
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00:29:00,369 --> 00:29:03,800
lot and, and when we're talking
to the people, they, they want
471
00:29:03,810 --> 00:29:06,880
to run the topic by us and, and
for us to be able to have some
472
00:29:06,890 --> 00:29:09,319
context on what the, the people
in the dealership are actually
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00:29:09,329 --> 00:29:12,290
looking for that, that just
makes better content for you and
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00:29:12,300 --> 00:29:13,510
better content for everybody.
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00:29:13,520 --> 00:29:16,670
So, yeah, that's a, that's a,
that's a great idea. Well,
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00:29:16,680 --> 00:29:19,579
Craig, thanks for joining us
today. We appreciate your, your
477
00:29:19,589 --> 00:29:25,020
thoughts. Yeah, thanks for
having me and JD as, as always,
478
00:29:25,660 --> 00:29:26,739
glad to be here.
479
00:29:26,750 --> 00:29:28,550
J.D. MIXON: Glad to be here.
It's always great when Craig
480
00:29:28,560 --> 00:29:29,500
drops in too.
481
00:29:30,069 --> 00:29:32,849
BART WILSON: I know he's put my
tie on when Craig drops in.
482
00:29:34,770 --> 00:29:37,619
Thanks to everybody. This has
been driving sales defining
483
00:29:37,630 --> 00:29:40,869
leadership podcast. We hope to
see you on future podcast
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00:29:40,880 --> 00:29:41,579
episodes.
