Ep. 24 - Habits That Fuel Success

Unlock the secrets to building powerful habits that can skyrocket your business success with the Lewis Brothers. We explore how daily routines can make or break your leadership potential, drawing from personal insights and the current automotive landscape during truck month. Discover the subtle ways in which your morning clarity can set the stage for a productive day, and why letting go of unnecessary attachments—like excess inventory—can lead to better team dynamics and improved decision-making. 

As we navigate the complexities of time management and proactive planning, we take cues from experts like Alex Hormozi on aligning your energy levels with your tasks for maximum impact. Learn strategies to break free from unproductive habits and restructure your day for peak performance. From balancing accountability with empowerment in management roles to fostering a culture of trust that enables team growth, we share practical tips that can transform your organizational dynamics and set you on a path to sustainable success.

Finally, we tackle the challenge of breaking bad workplace habits with insights from Toyota's just-in-time production system and lessons in strategic decision-making. Hear about the courage and preparation needed for large-scale business projects, and why staying flexible and open to change is crucial for long-term success. Reflect on how external perspectives can keep you grounded and ensure you're not just going through the motions. Whether it's personal stories about managing morning routines or the importance of trusted resources, this episode offers a comprehensive guide to building strong business habits that will empower you in both personal and professional realms.

Feel the dynamic energy of the Lewis Brothers as they deliver real stories and lessons that keep local businesses on their toes, and share how experiences in the community inspire them to keep on driving.

Check out all our great episodes at CrossroadConversationsPodcast.com!

Episode Transcript

Speaker 1 (00:02):
Hey everyone, welcome to Crossroad Conversations with
the Lewis Brothers, where weaim to share real stories about
running a successful familybusiness, working through
adversity and pouring back intothe community that keeps our
door open.
We're your hosts, matt Shelbyand Taylor, and we bring you
relevant local business adviceand automotive insights that are
sure to change the way you lookat running a business and maybe

(00:23):
even throw in a plug for you todo business with us.

Speaker 2 (00:27):
Welcome to Crossroads Conversations with the Lewis
Brothers, episode 24, gettingright in the middle of it.
And what better way to get inthe middle of it of the topic.
Today let's talk about habits,the good, the bad, how it could
affect your business orleadership abilities, but maybe
more so than anything, thehabits that you don't think

(00:47):
about, huh, that are, you know,affecting you.
They could be positively, butmore so negatively, that you
don't really think about.
So we're going to divecompletely into that how to do
double down on the good ones andhow to break the bad ones.

Speaker 1 (01:01):
Man, that's great.
I can't wait to get into that,but before we do, we've got to
recap last week, and last weekwas about letting go, and if you
missed that episode, episode 23, please go back and listen to
it.
Man, was there some good we'llcall them nuggets in there that
we went over?
Of letting go?
We're talking about letting goof inventory, not falling in
love with it.
Turn and burn that sucker.
Keep that money turning andearning more for you People.

(01:24):
You know, in the process to gothrough with people to make sure
you have the right people inplace, Habits which we're going
to dive more into today.
That's a perfect segue into it.
And then this one here the oldway of doing things and I said
this in the last episode, butthen how?

(01:51):
We're not just doing what we'vealways done, because we've got
a different goal to get to,Absolutely.
So, hey, make sure, as always,visit us at louissuperstorecom.
There you'll find all thecurrent specials, all the
updated inventory, over 1,000vehicles in stock, priced, ready
to go for you guys.
And today we drove somethingdidn't we?

Speaker 3 (02:11):
There we go.
So what did we drive?
Today we are talking truckmonth.
So there's this time of theyear and it's now.
It's now, it's the end ofFebruary, beginning of March,
when the manufacturers say it'sselling season.
Oh yeah, it's kind of likespringtime.
Like a bird, they're roundingout 10 to the first quarter and

(02:31):
the new model production they'vebeen able to fill up enough.
So I think the 24s are sold off, the 25s have got enough on the
dealer lot, okay.
And they say let's roll outsome big incentives.
So stack manufacturerincentives plus the dealership
incentives.
So we drove an F-150 XLT,four-door, four-wheel drive,
center console shift, sportpackage, heated seats, remote

(02:55):
start, all the gear, dual powerseats, big screen, okay, but
what I love the most, that's thetruck that I drive.
It's an XLT.
It's a value-built truck, apush-button start.
It's just a good truck.
It's going to come with fourdifferent motors, however you
want to do it, but we're talkingthat versus the Ram, whether

(03:19):
that be a Bighorn or whereverthat fits in it.
Either one of those trucks issomething we have running for
$15, off.

Speaker 1 (03:27):
I think that's the big point right there, shelby
you, you said it, and what we'retrying to get out there to
people is that some people thinkthey gotta wait till december
for the big yeah.
Well there there's a hiddentrick in mid-february through
march of this truck month wherethe manufacturer is on the gas
pedal to get an early lead inthe game for the year and they
start with trucks.

(03:47):
Why trucks?
Because they've been the numberone selling vehicle in america
period, especially the f-150 48year best selling vehicle is the
f-150.

Speaker 3 (03:57):
Standalone model versus model, it's been the best
selling.
So, like you said, it's the.
It's the way to not have towait to the end of the year,
because what will happen at theend of the year?
There will be good deals, sure,but your selection will be
limited because they're workingon the next model year.
That's right.
So it's the best time to buy.
So F-150 and or Ram up to$15,000 off.

(04:19):
How about you All right Nowrolling into?
We're talking the good, the badof the habits and we're going
to start out with daily routines, you bet.
So daily routines.
And I'm going to ask you guys,and you kind of throw it back
and forth what does the dailyroutine look like for you?
What are your habits in yourroutines, or what do you feel
like are staples as part ofthose routines?

Speaker 1 (04:41):
Sure, I'll say now this is a tricky question, I'm
not sure which side you want,but we'll do both.
I'm going to go personal myselfand then we're going to go into
business.
So, personal myself, dailyroutine.
We got to start with themorning what starts in the day.
So my daily routine wake up,get coffee going, I then head to
the sauna, I sit in the sauna,I do my quiet time, my daily

(05:04):
devotionals in the sauna, so Igot all habit stacking going on
there.
And then next up is the coldplunge.
So then I cold plunge and bythe time I'm done with both of
those and I've also organized myday, answered the emails I need
to answer, so on and so forth.
I've done all that before Icome into interaction with
anybody.
That allows me to have a veryclear, you know, undisruptive

(05:29):
focus to start my day off rightwith myself and me, before
whoever knows what is going tohit me.
I'm in the right state of mindand I'm focused and I'm ready to
go.

Speaker 3 (05:40):
All right.
So, taylor, talk about yourroutine, maybe within business.
So, within business, yourroutine.
What does that look like?
Whether it's starting the dayor throughout the entire day,
what does your business routinelook?

Speaker 2 (05:52):
like.
So business routine rollinginto, I have different shifts of
people coming in.
You got to make sure you haveall of your daily content ready
to go so that whenever yourpeople are coming in, content
ready to go, so that wheneveryour people are coming in, so
want to make sure whether it'smyself or other managers that
they have the right material andthey get it where it's
available for any of the salesstaff, because I have two

(06:12):
different shifts that are comingin.
So know, hey, the early shiftthat comes in, they're going to
be hitting it early.
They need to have thisavailable.
So I want to make sure that wehave any of the content
available to be able to share itwith any of the guys there.
And then making sure because itnever fails and Matt kind of hit
this off the beginning therebut if you're not prepared and

(06:33):
you come in and I've learnedthis through the years and you
come in, you're always going toget hit with stuff whenever
you're trying to get the daygoing.
So if you don't get in there inenough time to be able to get
everything going before yourmeetings, you know when your
meetings are.
Your team one isn't going to beturned on and be moving in the
right direction.
Two, though, it's going to slowdown you and your

(06:56):
productiveness of getting theday going, so really of getting
those specials making sure allthe machines are turned on and
they're moving.
Then I can go and start workingon my things around that, but
that's the number one importantthing to do in the morning.

Speaker 1 (07:07):
I think this is important, that I need everybody
to understand is you need tofocus on yourself first.
And here's why and I've learnedthis the hard way, and I've
learned it from a lot of otherstoo is you are always
influencing somebody everysingle day.
You don't get to choose whetheryou're influencing or not
influencing.
You either get to choose is itpositive or is it negative?

(07:28):
Now that also happens.
You've heard us talk aboutnon-verbal communication 70.
We even heard a study the otherday that was even higher.
Yeah, I said 90, 90 isnon-verbal communication.
Let me walk you through whatthat really means.
From your employees, as soon asyou walk in the door or you
walk around your facility, doyou know that the employees are

(07:49):
evaluating you, what state ofmind you're in, and they're then
talking about it, what we callthe meeting.
After the meeting, they'resaying, hey, it's not a good day
to ask them that they look likethey're in a bad mood reference
to that.

Speaker 3 (08:02):
So funny, you say that because they are.
So last night, on my way homefrom work and this will come
full circle here but I stoppedat Lowe's.
I had to get a couple things.
It was 8 o'clock at night.
The day had started at 425 inthe morning, 425, my alarm goes
off.
I directly get in my car, go towork out, go to work.

(08:24):
Hadn't left work.
So on my way home from work at8 pm, sure I stop at lowe's and
I walk in and I know what I need.
Don't generally want to talk topeople.
I might be exhausted myself.
Uh, which is another point.
And the guy said man, you looktired.
And I said I got all I couldout of the day, buddy, right.

(08:45):
And so my non-verbalcommunication.
Without saying a word, he waslike man, you look tired.
So, going back to the beginning,if you don't take care of
yourself, one for the non-verbalcommunication that when I wake
up I don't look fresh as a daisy, like I'm.
My bags under have bags undermy eyes.
I guess I'm getting older.
I don't look ready to go.

(09:09):
I don't know if there's manypeople that do.
They don't, but I'm takingresponsibility.
The cold plunge and theexercise.
Here's the problem that I findIf I don't take care of myself
first and get myself battletested and ready to take care of
employees and customers, I havea hard time pausing, being

(09:29):
super productive in work andgetting back to taking care of
myself.
So, nevermind the nonverbalvery important but it's hard for
me to say, okay, at one o'clockI'm going to then go work out,
or when I get home from work,never mind my kids, that's not
what I mean but then I'm gonnago work out.
Yeah, it doesn't.
I have to get my piece of thepie first to be ready for

(09:52):
everyone else, to be the bestversion of myself so I think
that's really important, thatthat's a good point you put on
both sides.

Speaker 1 (09:59):
There is is don't know.
You got to think about yourselfto be able to have a better
influence externally to all youremployees.

Speaker 3 (10:07):
It's not just all selfish, it's not.
It sounds that way, but it'snot.

Speaker 1 (10:11):
But it's not, it's not.
And some of y'all think like,oh yeah, you're prioritizing
yourself first.
Well, absolutely you are.
And here's why, not becauseyou're being self-centered, not
because you're being selfish,but because you realize the
influence you have over yourteam, whole influence you have
over your team.
And when we talk about this asour team, I don't care whether
you have three employees outthere or 200 employees.

(10:32):
If you're a manager and a coachand a leader, your goal is how
much of the X factor can you getout of it?
So if you have 10, that's easyenough.
If you have 10 employees, youwant to get to close as 100% out
of them as possible for the day.
Yeah, all right.
And that starts with you andthe reflection of you and taking
care of yourself, like you'retalking about.

(10:53):
That's why we're talking aboutthese daily habits.
I'm glad you bring that up,because everybody thinks and
I've heard a lot of preacherstalk about this too they're like
hey, you think we just wake upand blah, blah, blah and all
this stuff.
All of us have to go throughwork to be able to get at that
level of expectation, to haveour team produce at a higher
level that's a really good pointand I've learned this the hard

(11:16):
way.

Speaker 3 (11:17):
You can't walk into work and then get ready to work.
No, and one of my uh cheatcodes of my daily routine.
This is not rocket, but this issomething that's worked for me.
One my alarm clock, my phone,is not in my room, so I will not
negotiate with myself, becauseI have to get up because there's

(11:37):
four other people in my house,that it will wake up.
It's in my kitchen.
I can't roll over and snooze itand by the time I've got up,
the most important part is I'veplanned for tomorrow before
tomorrow happens.
Absolutely Otherwise, I willnegotiate.
This morning, when my alarmclock went off at 425 am, I was
like I'm grinding three hours aday and I don't feel like I'm

(12:01):
getting that much better, likethat's 20 hours a week.
But I already had packed mywork clothes.
I already had my workoutclothes.
My truck was started, the saunawas already queued to be turned
on.
I had already sent outautomatic text messages from the
night before that sent out thatmorning.
So anything that could benegotiated had already been

(12:23):
planned.
It's no different than inbusiness.
Don't wait for the meeting tothen plan the meeting.
Don't wait for the podcast toplan the podcast.
Don't wait for the game planfor the month to happen and then
plan the month plan ahead oftime.
That's one of the biggestmistakes that I've made.
Yeah, of winging it like man,I'm gonna wing and stuff, you

(12:43):
know.
But at any point that you canhave a decision to be made and
it's a tough situation, like thecold plunge before you get in
it, this doesn't sound like.
You don't stand there and lookat it's 39 degrees.
You don't stand there lookinglike, hey, it's not enjoyable
once you're in it and then,through the initial shock, yeah,
I enjoyed this, but standingthere at 39 degrees making

(13:06):
decisions should I or should?

Speaker 1 (13:07):
I not.
It's not something that you'dsit there and go.

Speaker 3 (13:09):
Okay, today I desire a cold pot yeah, today, I think
4 25 am is a great idea, likeI'm, like it's because you're
planning ahead.
You plan ahead and then you'llhave a whole lot less
opportunity for things to gowrong because you've already
planned for it.

Speaker 1 (13:25):
I want to share with you another and I know we're
going to get farther in depthhere, but this is a great time
to talk about daily routinesthan in business, and there's a
whole lot we could talk abouthere.
But I want to share with theaudience out there and you guys
have seen this too how we'verestructured is something I
learned a few years back, and Ilearned this from Alex Hormozy,
who is a big entrepreneur in thegym world and acquisitions and

(13:48):
so on and so forth a greatmentor to listen to and look at.
But he talked about designatingyour day and prioritizing it
over with who should have thebest of your energy.
Here's what I had always messedup on in the past, and I'll try
to make the story short, butI've got to prove.
A point here is I would load mymornings up with meetings.

(14:09):
Now, nothing's wrong with that,don't lose me but I would load
it up with meetings.
So then my afternoon was free.
So then in the afternoon Icould be able to walk around
help departments, be in themiddle of it, see what's going
on.
The problem is is I was loadingmy morning up past when I got
past my manager meetings in themorning.
Okay, so once I got past 915, Iwould load it up with outside

(14:33):
people, yep, and outside peoplewould come in and we would meet
about systems and we would meetabout this and we'd meet about
that Products and advertisingand servicing and I would load
them in the morning.
So then they weren't on myplate, except you get it out of
the way, I get it them in themorning.
So then they weren't on myplate, except you could get it
out of the way.
I'd get it out of the way and Ithought that was great and
efficient.
Yum, Well, but my best energy,my highest level of energy and

(14:54):
clearest thinking was in thatmorning time, you know, between
830 and noon.

Speaker 3 (14:59):
What suddenly you may never do business with.

Speaker 1 (15:02):
Yes, with somebody actually you're going to be
spending money with that's notgenerating money for you.
So Somebody actually you'regoing to be spending money with
that's not generating money foryou.
So Alex talks about this.
So I now will not scheduleanybody unless it's just a
one-off deal.
Okay, normally I won't scheduleanybody from outside coming in
only in the afternoon.
So then I devote my highestlevel of energy, my clearest

(15:24):
thinking, the best, the bestthat Matt can bring is devoted
to his team, not to somebodyoutside.

Speaker 3 (15:28):
Before an end so that's a really good point of
breaking a normal routine,because you had always done that
, because you didn't want to putchance at 1 o'clock or 3
o'clock.
Well, I have, because that'sthe same philosophy.
Most people think You're like,hey, 1 o'clock or 3 o'clock, I
might be deep into something,who knows, I don't want to have
a meeting that I have to stopfor.

(15:49):
But just by changing andrestructuring that from taking
an old habit and creating a newroutine based on someone who has
already experienced it totally,then you're like huh, yeah, so.

Speaker 1 (15:59):
So then you got to refocus to change fast and he
could have looked at the otherone going.
That's very structured.
Those are good habits, matt,but were they getting to where
we needed to be when you'rereally focused on?

Speaker 2 (16:09):
so I want to bring that up, yeah and I think you go
back and hit, like we talkedabout early on.
That's a great example of maybea bad habit that's not making
you most productive throughoutthe day.
You think it's really goodbecause you're hammering and
going through all of this, butyou really sit back and look at
it of hey, is this going to helpme be my optimal self or
anything else?

(16:29):
And you've already adjusted tothat and be able to pivot and
move to a different direction.
So, seeing a habit that youthink you're doing so good at,
if you don't step back and lookat it or have other people look
at it, you're never going tonotice it's not the most
effective.

Speaker 3 (16:45):
That's really good.
So in the last piece therebreaking down routines, let's
talk about how leaders managetheir time effectively versus
procrastination ormicromanagement.
What have you guys seen of howpeople effectively manage their
time versus procrastination,like kind of what the end

(17:05):
results look like or how thatworks through their day?

Speaker 2 (17:11):
I go back off of thinking and no different than
us coming off the end of a monthof forecasting a business or
anything else.
And you always go back at theend of the month whenever
everything settles and you say,oh, where did I miss it?
And it's never a big piece thatyou miss the whole opportunity
on it's daily task of goingthrough.

(17:32):
So wherever procrastinationstarts to come in, of a manager
not going out and doing hisdaily task whenever he's
supposed to, of going and doinghis one-on-ones legitimately
with his guys, if you startedthat from the beginning of the
month, those one, two, three,four other opportunities
starting to fall in there makesall the difference at the end of

(17:52):
the month.
That's the biggest thing that Isee in managers and we realize
that everyone has to be helpedalong and everything else.
Different levels of managershave to have different
accountability from differentpeople, accountability from
different people.
So that's the biggest dealthere that I see in our specific
business the daily routines.

Speaker 3 (18:13):
I think that's a really good point of
understanding the level ofaccountability.

Speaker 1 (18:19):
Yes.

Speaker 3 (18:19):
Because in today's world, generally speaking,
majority of people say what isthe minimum I can get away with
without losing my job andgetting demoted.
And it's not because they don'tcare, so no, because they don't
want to work hard, but like howmuch of a dog do they have in
the fight?
Right, and even people,salespeople or sales managers,
who get paid on their production.

(18:41):
Still it's like hey, so it'sthe person, person, and it
always stares back at us of like, okay, how much of a routine is
our accountability to them?
You bet.
And it keeps going down anddown and down.
So it's like okay, do they havea system that knows that we're
watching that?
Then they know that they'rewatching their next people.

(19:03):
And so then we get to see themetrics all the way across,
because as soon as that gets alittle bit comfy, we talk about
that, get that country clubmentality, good help.
Then it's like and then youwant to be like what the heck?
Okay, let's just completelytake all the fun away and get
back to this.
You got to find that balance,but there's accountability in
the structure.

Speaker 1 (19:23):
All right, so here's a big one.
Okay, all right, so here's abig one.
And when you read that question, I've been sitting here reading
it again, trying to figure outhow to package what I want to
say here and use myself as anexample, because I've got a
great example.
Just happens to fit right inwith especially what I've gone
through the past few years, andit says Halloweeners manage
their time efficiently versusprocrastination and

(19:45):
micromanagement.
Now, one of the things that'sreally important to me and
really important to ourorganization is the culture and
the way we run our meetings.
It's just, it's reallyimportant in this and you've
heard us talk about it before isyou're not going to come to a
meeting that we're cussing,threatening, throwing things.
We say, hey, you could bringyour family if you wanted to.
No, it's going to haveaccountability, it's going to

(20:06):
have a high level of energy.
So we're going to go over facts, so on and so forth.
But I'm really particular aboutmeetings, and you guys know
this, but especially for me totrust in somebody else to run
the meeting All right.
So when it comes to my timeefficiently and effectively, I
was always micromanaging becauseI wanted to be involved in

(20:28):
every single meeting and runthat meeting instead of
empowering others.
Now, my fear of empoweringothers there was them running
the meeting.
How our culture was what washappening is then I was
procrastinating against itbecause I didn't have the time
to do it.
So then the meetings didn'thappen.
Now let me just put this incontext.
For example, shelby Taylor beenin a lot.

(20:50):
We've been in a lot of meetingstogether, like, in fact, if you
just take five or six years,this is the minimum amount that
maybe meetings that Shelby wasbecause he was the next age
closest to me Five or six years,that was over 2000 meetings
that Shelby had been in.
That we've been in together tounderstand that format and you

(21:11):
think that's a bunch, but wehave 15-minute meetings like
that all the time.
So then when it was time forhim like okay, take over this
meeting, I had full confidencethat he was going to be able to
do that.
You know, same thing with Taylor.
Well, now we've got all thesemeetings set up where we meet
with department heads and theway I can let go of
micromanaging that and be okay,empowering them is I have them

(21:31):
turn in their meeting agendathat they're going to go over
with their crew.
So, like yesterday when we weretalking to our finance managers
, who now they meet with alltheir finance managers, they
have to turn into the agenda andrecap.
It's a way for me to check andbalance, like you said, to make
sure the accountability it isgoing right, and manage it yet
empower them.
That's been a huge change forme.

Speaker 3 (21:53):
Yeah, I think that's just understanding of
scalability and then knowingthat you can still have some.
So you just know that it's nota willy nilly like, hey, let's
just show up and see how it goes, you know, because you
definitely don't want that RightGrand things.
Not everyone, excuse me, justshow up and see how it goes, you
know, because you definitelydon't want that right grand
things.
Not everyone, excuse me, thinksgood, on a whim, like let's

(22:14):
just show up and just try herout here, like, yeah, plan, plan
, plan.
You know, you have to make surethat you plan any of your
routines.
So I think that that's a reallygood point of like, okay, how
do I scale?
Go to the next level, becauseif you cannot remove yourself,
you cannot grow.
You bet, right, uh, and thenyou can't grow the people below
you so they can't start takingover what you did, so you can go

(22:36):
to the next one, and one ofthose things we do naturally on
a friday to be able to grow allof our managers is our friday
morning meeting.

Speaker 1 (22:42):
It's not one of the three of us talking the whole
time.
You know, we might intro, wemay give a couple tips here and
there, but it's our manager'smeeting.
You know, now we're there and Itell our managers, like if you
hear us talk and inject in, it'sbecause you were missing
something there.
Now we're not going to callthem out during the meeting
we'll talk about it later andwe're there to help them but the

(23:03):
spotlight's on them so we cangrow them, so they can grow
their team.

Speaker 3 (23:07):
No doubt.
So in the performance we'regoing to say give me the ball,
yeah, let's do that.
If they couldn't handle it, hey, give me the ball, let's get in
the end zone.
And then afterwards we can goback over that coaching council
there.
Yeah, wanted.

Speaker 2 (23:20):
Hey, it's time for Fun Fact Quiz of the Week.
Fun Fact Quiz of the Week.
Fun Fact Quiz.
Fun fact quiz of the week.
Fun fact quiz of the week.
This one a little bit differentquestion for you here.
But toyota uses a just-in-timeproduction system we're talking
about.
Where did the idea come from,huh?
So I've got a couple optionsfor you restaurant, board game,

(23:40):
supermarket or schools.

Speaker 3 (23:42):
so I think that was us in schools, just in time.

Speaker 2 (23:45):
That was school to just uh, yeah, first bell didn't
mean it yet you can have thesecond bell.
Second bell sworn, it's comingin hot there.
I think I got this one figuredout.

Speaker 1 (23:54):
Don't tell them you want to, but I think I'm in for
the win, they say.

Speaker 2 (23:59):
Hang on to it there, Going into hey on, bad habits,
break them before they break you.
So this is diving into your badhabits.
You know the ones that are bad,and it may be not even
necessarily from you, butsomeone else on your team.
So diving into their bad habits, break them before they break

(24:22):
you.
What are some examples of that?

Speaker 1 (24:25):
Well, I'll throw this in there because there was a
great link.
I was glad you brought that up.
That said, here's the differentareas it could be in.
Just kind of get our mindsgoing is bad habits could be
poor communication, it could bemicromanaging, a lack of trust,
avoiding accountability,resistance to change, lack of
emotional intelligence, and thelist goes on and on there.

(24:48):
Lack of emotional intelligence,and the list goes on and on
there.
Uh, prioritizing profits overpeople, lack of vision and
direction, like all thesedifferent things.
That, no different.
When I was talking aboutscheduling the first part of my
day with meetings from peopleoutside, it is so easy, so easy
to get caught up and thinkyou're killing there and you
think any of our employees aregonna say, matt, you should
schedule those meetings for theafternoon.

(25:09):
None of them would say that.
So if you're not constantlygetting poured into so I had
read, you know I follow a bunchof different people online that
are more successful than I am indifferent areas and, alex, I
learned that from you take thatpiece and you put it in.
But if you're not looking forthat, you can't break bad habits
in those areas.

Speaker 3 (25:29):
That's a really good point.
There's another one.
Those you pointed out wasresistance to change.
So resistance to change,whether that be a process, a pay
plan, how we do something, orthe structure of it, and we
talked about this long before wemoved.
But then we said at move, thatwas such a great time because we
always talk about, you know,there's a book said who moved my

(25:51):
cheese?
And you know, and in our fixedoperations, which be parts and
service most especially, ortenured employees that have been
there a long time, more oftenthan not, don't don't move
things right, they, they work.
Don't move things right, theywork, don't break them.
And so then that's our job,kind of not just to break
processes but to measure aprocess Is it the most efficient

(26:15):
, is it the most effective?
Is it the best for the consumer?
Is it the best for the employee?
We just hired another financemanager and some of the current
finance managers are like whoa,hang on, why did you bring in
another finance manager?
So resistance to change there.
And we said, hey, from anoutside view, the consumer is

(26:36):
having to wait longer, which isnot good for experience, which
is we're in the experiencebusiness because people have
options.
The salespeople are having towait longer.
The office can't get a hold ofeveryone all the time because
you're always with the customerand them being highly driven.
You know people.
They say I can handle it all.

(26:57):
Yep, and so there's just metricsto look at that.
So we had to make sure that weweren't sticking to outdated
strategies or our scale of whatwe had before and covered it
with X amount of people.
Now we needed more.
So just understanding that it'sstill different than that book
I talked about of buying backyour time, understanding that,
knowing what that factor is, youknow if what it costs you to do

(27:20):
that duty in one hour and yourwage was X, if you could buy
that time back to have anassistant or someone else help
you do that at 25 cents of whatyou got paid, it made automatic
sense to hire that person to dothat process at 25 cents.
So you have to be careful therein resistance to change,

(27:43):
because no one's going to tellyou within your business that
it's a good idea to changesomething or to move someone or
to bring in someone new.
You know.

Speaker 1 (27:54):
And I think the point you hit.
There is nobody heard on there.
The bad habits that everybodyknows about yes, you know those
really aren't the ones like,yeah, they're important.
Like, hey, you know youshouldn't pull through fast food
today and eat that, or you knowyou should show up to work on
time, or you know that youshouldn't cuss at people, or all

(28:18):
these things.
You're talking about layersdeeper that then make even a
larger impact, and I think thoseare the habits that most people
miss.
What we're talking about is iswhat are those unknown habits
that you're doing that you mightthink in your mind are
necessary and they're actuallymoving the needle, but they're
not.
I I like this that I want toshare with you that craig
groeschel another another leaderout there he said this so think

(28:41):
about this.
He says just because you can orhave the ability to do a
certain task doesn't mean thatyou should.
Your habits will shape yourresults, for better or for worse
.
So when you start thinkingabout that, I get caught in that

(29:02):
.
We talked about that on aprevious episode.
There's a lot of things that Ican do.
There is I'm not saying I'm thebest at all of them, but I can
do a lot of things that I can do.
There is I'm not saying I'm thebest at all of them, but I can
do a lot of things and we grewup that way, being in a family
business.
But there are some things thatI shouldn't do, even though I
can do, and that's a bad habitthat if, like you said, if I

(29:22):
could have somebody else do iton 25 cents on the dollar, what
time could it free up that?

Speaker 3 (29:27):
then I could invest to be able to help grow the team
, the business, whatever else,even more that's such a good
point because, especially as aif you're listening to this and
you're a leader and you have theability to make decisions.
Should we do this?
Should we hire?
Should we fire?
Can I leave early?
Is my vacation policy reallystand for me like if you are the

(29:49):
owner and business person andwe've seen it right and wrong a
thousand different times and wewere just raised.
Go to work sure hard.
Speak with your actions.
Words are important, but youractions parking in the back of
the parking lot, driving anaverage car, yep, all those
things first one to be there,last person to leave oh yeah,

(30:12):
and that's something, I think,that that shows up and is is
with me every single day and Iknow it is with you guys as well
that you could go, do whateveryou want.
But you have to be careful inyour growth of all the people
watching and paying attentionthat not creating those habits
of just because you coulddoesn't mean you should, because

(30:32):
everyone's watching.
You bet and and then they'regoing to form a.
Why can't I do that?
I know I work hard, whyshouldn't I do that?
And sometimes that holds usback a little bit.
But sometimes I tell Taylor,I'm like, hey, I need an excel
work truck.
Yes, why, like shovels, I needto be parked in the back of the

(30:54):
parking lot.
I need to be the first one here, as I am, and I need to be one
of the last to leave and I don'tneed to go anywhere for lunch
and I need to make sure thatwe're here and we don't take
more vacation than we allowanyone else to take all those
things.
And sometimes you, you burdenyourself with those things and
forget to enjoy life.

(31:15):
Uh, but people are payingattention to watch.
And don't create the.
Just because you should doesn'tmean.
Just because you can't doesn'tmean you should.

Speaker 1 (31:22):
That's right.
I think you know you're talkingabout how people see like what
you drive and what you do.
I can remember thisconversation with dad multiple
times growing up and you knowyou're talking about how people
see like what you drive and whatyou do.
I can remember thisconversation with Dad multiple
times growing up and you know,of course we were all just
mesmerized by the vehicles andthe new bus staying out and the
new this and the new that.
And I can remember Dad drivinga Focus and nothing's wrong with
a Focus no, that's sweet, butthe guy owns the company and

(31:43):
he's driving a Focus so like I'mnot going to say below average,
but it like wasn't even theaverage vehicle of like the XLT
F150.
And I'm like Dad, why are youdriving the Focus?
He goes because we need toincrease our sales in that and
everybody watches what I driveand they ask questions of me.
And I can remember the samething happened on the Dodge
Caliper that he drove one ofthose and then he had a Nitrate

(32:06):
that he drove and then he had aregular cab f-150 that he drove
and like each one of those andthat stuck in my mind and I can
remember when the first likehybrid plugins ford came out
with on on both the c-max andthe fusion is, I was in a c-max
plug-in.
I think it was nice.
Everybody asked me again likewhy are you driving that?
Why are you driving it?
I can hear out of my office.

(32:27):
You remember the acoustics inthat office.
You could hear everybody on theshowroom.
They would talk to like hey, myboss is driving one of these
and he could pick whatever out.
So you hear that power ofinfluence there.
That's so good.
I think.
Bad habits too.

(32:48):
I'm going to switch gears alittle bit because I want to
bring this up so we could talkabout the elephant in the room.
You know what?
We could have just stayed wherewe were on 71.
We had paid for buildings.
Someone made us vote.
You know we had paid forbuildings.
We could have put some morepaint on it, bought some new
furniture.
You know our employee sizebefore we started scaling was in
that 130 140 range.
You know we really had ourthumb on everything.
You know everybody was makingit.
We were making a great living,expenses were good, everybody

(33:10):
was in check and we made a hugechange.
You know we went from not onlyneeding any money to owing a lot
of money, a lot of money andreally this big, audacious goal
of uprooting the whole thing andgoing.
Here's what we predict byNorthwest Arkansas will do.
Here's where we are in ourcareer.

(33:31):
We don't have all the money todo this.
We're going to have to go getit, but are you guys ready to go
?

Speaker 3 (33:39):
And that's a really good point, because we've had
long conversation, 10 yearsworth.
Yeah, like, like, heartfelt oflike, is this really what you?
Because we're about to saddleup some big bags, like we can
ride this to the sunset.
We have many years of work left.
Right, we have many years ofwork left, but we can throw some
paint on this.
We'd redone some department.

(34:01):
We had some stores.
Get the stripers out in theparking lot stripe, recode it,
and it made sense and it worked.
And not not too many peoplecomplain there's always come
complainers, but yeah, it was aprogressive thinking and there
was lots of sleepless nights, ofmissing deadlines, not getting
a cityvals and they're just like, what are we doing?

(34:22):
This is so much money.
Like, are you kidding me?
We're just three guys fromPrairie Grove.
Like there's no way that weshould be dealing with this
scale.

Speaker 1 (34:33):
I mean, we were really hanging.
This is a whole differentepisode of like later on to be
be able to tell the aftermathbecause we all know where we're
going.
We're not there yet, no, but wewere hanging our family's
legacy out there, yes, and wehad a good amount to put down
towards the project, but not allof it, no, no, no.
And if it blew up and this, andthat you know three generations

(34:56):
before it's trusting us, it'sleveraging all of that to make
this I mean, guys, we're talkingabout it, you guys have driven
by and seen it A huge move.
Oh yeah, so, anyways, I guessmy point in that is don't be
afraid.
Don't be afraid to jump.

Speaker 3 (35:11):
To jump.
Make sure that you do your duediligence.
It was 10 years.
Yeah, it was 10 years.
You know his dad would say Ijust let him stew on it, right,
it was stewed for a long time.
We stewed for 10 years, Me.
It was done.
We interviewed all the people.
We've been in more meetings.
Your calculation of meetingsdoesn't even start to cover.

Speaker 1 (35:28):
I figured.
If I said like 5,000 to 10,000,nobody would believe.

Speaker 3 (35:32):
Oh Lord, I mean I can verbatim all the things.
So make verbatim all the things, but so make sure you do your
due diligence to make sure yougot correct time.
Yeah, the correct place is thecorrect scale, and that you want
it.
Uh-huh, you have to want if youdon't have the why.
It's not about the sex appealof happening new and shiny

(35:52):
because it's cool.
It is cool, but it hurts.

Speaker 2 (35:55):
I mean it's big yeah you know the thing that I laugh
about?
Because you said don't beafraid of the change.
We are so good at making a 1950festiva look like the best
thing ever.
Yeah, it wasn't until we wentback to the old buildings,
whenever we completely strippedbecause we left that over there
for the yeah, yes, don was overthere and we were like, oh my

(36:20):
gosh, like we had heardcustomers say you need to
upgrade, you need to do so.
Don't let yourself get to thepoint of your customers wanting
to go do anything else beforeyou're making that change Once
you do the research.
But we had stayed so positivein our head of this is so nice,
we're going to keep putting thistogether.
It's so good.
Everything else that is sopositive in our head of this so
nice.
We're gonna keep putting thistogether.

(36:41):
It's so good.
Everything else that ispositive, thinking of going
through.
So don't let yourself get sofar down into that.

Speaker 3 (36:44):
That's a really good point, because you will justify
sleeping in, you will justifyeating mcdonald's, you will
justify see it.
You know that they say you puta crab in boiling water it'll
jump right back out.
But you put it in a normal roomtemperature water, slowly start
to boil it.
No one realizes you're stinkywhen you get stinky, unless you

(37:05):
just dump something stinky onyour head.
That's right.
No one realized your currentprocess was not effective until
someone else tells you, or itbreaks or falls apart your
senses adapt to whatever you'rein and you're.

Speaker 1 (37:20):
You know the part about the stinky.
That's a great example ofsomebody can come over to your
house and you've been living in,the dog's been peeing in a room
or something and you just gotnumb to it.
You know they come over therewhoa what happened.

Speaker 3 (37:34):
I came home the other night, the kids had started a
fire in the fireplace.
I opened the door and I waslike good night, chi ching chong
.
I was like what?
And they were like what, it'sfine?
I was like no, no, no, open thewindows, the doors, this is
full of smoke.
Because they were in there withthem.
Fire started, yes, and they hadadapted to it.
So, outside sources yeah, getaway.
Get some clear mindset.

(37:56):
How does it look?
Does it adapt to what ourcurrent culture is?
Our current market, yes, growth, new Yep.
Are we in that?
Are we still in the game?
Or are we the stinking kids?
Right?
Yeah, so we didn't want to bethe stinking kids anymore.

Speaker 1 (38:11):
You can't do any of these things we're talking about
, or we've talked about inprevious, if you don't have
trusted resources to give youclarity.
And I'm telling you, themajority of people I listen to
podcast-wise, read-wise.
They don't know me from Adam.
You know what I mean, so theymight not even know who you are.

(38:32):
But with the internet and withall the podcasts and with all
the shorts and the reels and theTikToks, if you get down the
right avenue, you will findenough other people that can
make you think differently andgive you a clear vision.
Okay, and then there's plentyof conferences out there.
I don't care what you're intoIf you're in construction or
automotive, there's anassociation somewhere.

(38:53):
Get around those people and ifit's not that, get to the
chamber.
Get in our leadership deal.
Get around those people and ifit's not that, get to the
chamber.
Get in our leadership deal andjust step out.
You know, just for a coupleminutes to help you see that
clarity.
If not, you'll be stuck in thestinky room.
You won't find it.

Speaker 3 (39:07):
You won't find out.
You're stinky while you're inthe trenches Won't happen.
It just won't happen Whileyou're in the trenches.
So delegate and reevaluate.

Speaker 1 (39:16):
Absolutely All right.
Delegate and reevaluateabsolutely all right.
Hey, next up back to our funfact quiz of the week, that
toyota uses a just-in-timeproduction.
I remember going through thatin school about the just-in-time
they were talking about.
Let's go to talking about that.
Yep, hopefully I'll pass thatone.
Where did the idea come from?
Here's where y'all choices.
Was it restaurant, board game,the supermarket or schools?

(39:37):
Wow, give me this one.
Which one do you think?
It's not?
It's not schools, not schools.
We knocked schools out.

Speaker 2 (39:44):
Yeah, I don't think it's a board game.
Okay, so that comes down torestaurant or supermarket.

Speaker 1 (39:50):
It's not the supermarket, it's the
supermarket.

Speaker 3 (39:52):
It's not the supermarket, oh no, it's the
restaurant, right.

Speaker 2 (40:00):
No, it's the restaurant right.
No, it's the supermarket market.

Speaker 3 (40:01):
Yeah, that's how I read here and yeah, I was
reading it off the page.

Speaker 1 (40:04):
It's the supermarket about it, from today's day of
mcdonald's I, I think you thinkof that, but then you got to
think about where do they sourcetheir stuff from?
So then, if you think about thesupermarket or the production
of food, it's just in time, justin time.

Speaker 3 (40:18):
So the supply is available just when you need it,
just when you need it.
Won't spoil, won't spoil, okay,you don't have.
You don't have excess inventory, yeah, you know.
So you're not paying forinventory, so they just realize
what their sell rate or theirtake rate was and have just
enough, which is super tricky.
It is tricky come covid, justin time.

Speaker 1 (40:38):
Wasn't working, so good you know well, and I think
it proved that, how muchnon-just-in-time some of the
manufacturers were, because ourreal covid like from a business
standpoint, not from animportant fact yeah, it was
about 18 months later, almosttwo months, two years later, if
you'll'll think from 2020 to2021, it's not until all the

(40:59):
reserves ran out because theyweren't just in time.
But if you get just in time,it's different.
In our parts department we'vetalked about, it's just in time.
Ford parts turns theirinventory quicker than a month,
almost two times a monthsometimes.
So that's good, all right.
Next up, let's talk about goodhabits to pursue and I'm going
to kick this to you guys to talkabout.

(41:20):
But before I do that, here's athought starter there Good
habits to pursue.
I'm going back to CraigGroeschel on this one.
Listen to him for what he said.
You don't grow by doing more.
Man, am I guilty of that?
You don't grow by doing more.
You grow by doing more of whatmatters most.
Think about it, let it sink in.

(41:46):
Most leaders just want to domore, more, more, busier, busier
, busier, take on more, conquermore, and you don't grow more in
your impact, your influence, inyour production, by just simply
doing more.
What about, about y'all thatone strikes home absolutely that
that's just been our philosophyof working hard.

Speaker 3 (42:03):
Just just go, go, go, go, go, go.
Get there earlier, work later,do more.
I can do that.
Let me have that.
Give me that.
You know we talked about thatin the early.
Things that I had to take fromyou in construction, yep, it's
like, let me work on a couplethings to take some stuff on
your plate, like you.
You know you do that, but letme get you the information.
So what are some?

Speaker 1 (42:24):
um, I think what that so?
So how that kind of parlaysinto what are some good habits
to pursue is that, hey, thestructure and the work ethic

(42:47):
there is good, correct, okay,it's just what you put in it.
You know how you Correct elsecould do one of the things he
talks about.
He goes early on.
I walked and I unlocked thechurch every single day.
I paid every bill every singleday.
He said then when I startedgoing through there, could
somebody else do that and thenfocus on the good habits that

(43:11):
get the x factor I've fallenvictim to that a thousand
umpteen times right.

Speaker 3 (43:18):
Nobody else can walk and unlock these doors really
I've been, because I can't,because I haven't set up the
correct structure, to know thatthat's very specifically what
I've been on the parking lot of26 acres with leaf blower, just
aggravated because they're juststuff piled up every sure.
Sure, I have a, a push sweeperand I've been out there sweeping

(43:39):
the parking lot shelby.
That is the worst possible useof your time ever, but it's hard
to change that, oh, buddy.
So one of the first thing withgreat habits, of great leaders,
is self-discipline and strongroutines.
So you have to know yourdiscipline.
Not to now I'm not saying walkpast a piece of trash, pick it
up, but when you do that.

(44:00):
I noticed that yesterday I wasin the gym and I said, hey, well
, I'm here, I can do somelaundry, right, for all the
towels.
And in between, working onoutsets, I would fold a couple
more towels.
Sure, when they were done withthe dry, well, quickly, I turned
around and all the towels werefolded and I was over on another
workout and I came back and theother people had seen me do it.

(44:22):
So they did sure.
So just realizing that andthat's always been the positive
doing and to be able to do thatbut knowing your self-discipline
, your strong routines to knowwhat's good for you to be able
to do, so you're not just doingall.

Speaker 1 (44:36):
I think and Taylor, I'll kick this thing over to you
one of the things we talk aboutduring our manager meeting.
We've got, you know, we alwayshave sayings to relate things,
so then they understand, and oneof the good habits to pursue on
a daily basis is to make sureyour department and those
producers in your department arein the right mindset and
they're focused and they'reready to go.

(44:58):
What we talk about is thebreakers.
You got to go around yourdepartment and make sure none of
the breakers are flipped off.
The easiest way to think aboutthat is in an assembly line.
If you got a conveyor belt thatthe breaker's flipped on, it
can't keep producing its productcoming out, and the longer you
wait to go address that, you'velost that production product

(45:19):
coming out, and the longer youwait to go address that you've
lost that production.
So a good habit is making surethat you make sure that within
your department we don't haveany trip breakers, and the
earlier you do that in the day,the bigger X factor you get.

Speaker 2 (45:30):
Yes, that's a big rolling into of making sure
that's all done, but you have tohave clear expectations.
Shelby's talked about this ofgoing through.
But your team, whenever there'sthings that you think haven't
gotten done or anything else,you have to go back and ask
yourself hey, have I clearly uhvoices, have I clearly set this

(45:51):
out, that this is what needs tobe done?
Don't get aggravated at yourteam whenever they don't know x,
y and z to do if you have notclearly set policies, procedures
, whatever else they need to do.
I laugh and and I've told themthis a couple of times but
locking up every night.
We have one of the the uh doorsthat's in the hallway and it

(46:12):
always is left unlocked.
And I was locking last nightand god, it's always unlocked.
I'm like taylor, who are youtold that needs to go through
and lock this every night?
Who have you told so I can'tget mad.
I'm like, okay, going through,like that needs to be of whoever
other managers in thedepartment.
But set those clear expectationsand then you continue to let

(46:33):
them grow.
You go back and you check themto make sure their switches are
turned on.
Let them grow.
You go back and you check themto make sure their switches are
turned on and in the breakerthing of going in whenever you
see a situation's not runninghow it needs to, like, hey, hold
on, they're in an argument or adisagreement or whatever it is.
Let it play out, but then resetthe breaker, whether you're

(46:54):
grabbing the department manager,whether you're grabbing that
employee and you say, hey, let'slook at it this different way.
I always love and I've got amanager that sits beside me
that's just wound up, excitedabout life, and I always tell
him hey, let's look at it thisother way, let's do this.
He's like well, why would youdo that?
You have to look at the overallpicture to be able to do this.

(47:14):
So make sure you're goingthrough with your team, reset
their breaker whenever you needto, but the biggest deal have
clear expectations.

Speaker 1 (47:22):
That's good that's good for sure.
I say, you know, we've talked abunch about these good habits
kind of throughout this wholeepisode and I think uh, it's
shelby, I know you'd resonatewith this, you might even
expound on it more, but it'sjust taking care of yourself
first, prioritizing yourselffirst, not because it's about
you, it's for what you can bringto your team to get the
multiplication factor, and thenjust allocating your time

(47:45):
properly.

Speaker 3 (47:46):
I think that's so good and I've done it both ways.
Sure, right In my younger yearsI'd show up willy-nilly and,
you know, just grinding throughit, oh Lord, just grinding
through it, oh lord, justgrinding through it.
And once I got in the routineyeah, in the day you're good I
was very ripped.
You know, I was good.
But the first x amount of hours, you know, people probably

(48:08):
didn't respect me.
You know, because just like,look, that guy just woke up,
wait till 10 to ask him aquestion yeah, look, it doesn't
look happy.
Somebody get him some coffee ora sausage biscuit or something
right.
And so it wasn't until Icompletely figured that out and
some people would call meintense, majority of people
would call me intense, but it'sbecause I've seen the other side

(48:28):
of not having structure, of nottaking care of yourself.
And if I can overcome thoselittle hurdles there and win and
take care of myself, then I can10x majority of people out
there.
And it's not because I'msuperpower, it's because I've
seen the other side and I canfully micromanage all those

(48:49):
things and we can check on thosepeople and make sure that
people ready to go.
We can see a situation, resetthat person, help them get back
in it.
You know, if you talk about astall utilization and somebody's
in a bad mood, you've got eighthours of that person in that
stall.
And if they're in a bad mood ormad at parts or mad at their
service advisor, the servicemanager, the scheduler, eight
hours get thrown out the window.

(49:10):
Then their family is affectedby that.
Then the customers of thateight hours is affected by it.
So if you can properly set thatup, let your team know and
never waste a good opportunityto create a new routine or a new
habit or focus back on that,right?
So if Taylor takes that doorlock philosophy and doesn't go
around to his team and set ahere's the primary person to do

(49:34):
it, here's the secondary andhere's a third person to do that
, if he wastes that opportunity,then he's just back in the same
boat.
Absolutely right, and it's onlyhis fault, right, and so in, we
get to look at that everysingle day and so we get to
create those good habits, andthen we get to share that
example, no different than youjust did with us.
Yeah, uh, so you get to use itas.

(49:56):
Hey, here's real world there's.
You've never been able to teachsomebody in my experience
better than if you tell a story.
In my meetings I try to alwayssomehow put a story, because I
can have a room full of peoplefor 45 minutes to an hour and if
I have 45 people, I can haveroughly four or five people

(50:16):
taking notes.
Think about that.
That's less than 10%.
And yesterday in our meeting Isaid take notes no less than 15
times.
Gave them a sheet of paper, madesure they all had pens, that's
in check.
And then I say take notes about15 times so I can have 10% take
notes.
But if I can say halfway inthere somewhere in there, I say,

(50:37):
hey, do you mind if I tell youa story real quick?
They will all look up, theywill all pay attention and they
will all remember what I said.
So if I can help them withtheir daily habit or routine
scheduling things ahead of time,knowing what I want to say or
what that story is, so I'm notjust willy-nillying, then I can
help them be more successful.

Speaker 1 (51:00):
That's a great example of doing less with more
impact and understanding youraudience and I might go into the
learning pyramid, butunderstanding your audience,
it's just because I've heard it21 times.
If you're going to hold ameeting, make it one that's
worth coming to, oh my gosh.
So now, I'm not saying youdon't have to have a 45 page
PowerPoint.
Sometimes you need it.

(51:20):
You don't have to have a twohour agenda.
But I'm telling you, even my 15minute meetings, I have at
least the core structure of it.
I've left flexibility becauseyou don't know what's going to
come out of it.
Correct, okay, but if I don'tput the time into designing a
meeting, it's a to people tocome to.
Why are they going to want toshow up?

(51:42):
So if you don't have peoplecome into your meetings or if
they're complaining about yourmeetings, you first need to look
at yourself, and maybe you'vegot somebody else in your
organization that's better atspeaking, or that's better at
telling stories or music orwhatever else it is.
It's not that you're not goingover enough.

Speaker 3 (51:57):
You might be going over too much and your
structure's wrong or you mightbe the speaker of the deliverer,
but not the creative, correct,yep, you know.
So I was going through with asalesperson yesterday and we
were talking about hey, show mewhat your social plan is.
They're like uh.
And I said, hey, can I do youmind if I share with you what
I've learned?
You can get hung in a creativerut for a long time.

(52:19):
I said have you heard of ChadGPT?
And so they're like yeah.
And they're like yeah, I'm kindof working on it.
I said, see, that's, yourcreative crutch just broke.
You can't even get the Chad GPTmachine to work.
I said do you know you canvoice the text to Chad GPT?
You don to chat gbt, you don'thave to type it like.

(52:41):
I said, okay, do you have twominutes?
And so I broke down an entire30 day relevant to him, relevant
to our red hot savings forfebruary.
It told him what to post, whatto film and where to post.
That's good.
So all he had to do wasactually do it.
And so if you in your meetingdon't know, go to ChatGPT and be

(53:02):
very specific and say my nameis Shelby.
I run a HVAC company where wespecialize in products $5,000
and less.
We service local community.
We've been doing this for 10years.
Help me run a team of 15 people.
A sales meeting that needs tobe 15 minutes or less.

(53:22):
Yes, something that's effective.
And at the end of the day, theytake home three points of what
they can do today and hit go inchat GPT.
It will blow your mind, it's$3.99 and it'll write a whole
thing for you.
Don't even get me going downthe whole thing that I can get
someone to read it and createthe video for it.

(53:43):
But then I say write that insimpler language, exactly, and
then that can help you, becauseyou might be a great
communicator, but not a goodcreative person.

Speaker 1 (53:55):
But it needs to be worthwhile.
Everybody's not good at allthose pieces, so you either have
to find some systems like chat,gpt or people to help and be
okay, be humble and allow themto come in to enhance we did
that.

Speaker 3 (54:13):
We started doing it more and more and more give it
to other people, allow them todo it, and then we're like, wow,
I got the free time and youwere good at that.

Speaker 1 (54:21):
You were much better than I was, yeah your win is
developing them, versus yourname in our business.
Being on the car deal around arepair oil Yep, absolutely.

Speaker 2 (54:31):
Anything else to add there?
No, y'all hit the nail on thehead.

Speaker 1 (54:38):
Okay, next up, we got a little, uh, you know, a
frequently asked question, um,or something related to this.
I'm going to ask each one ofy'all a question.
You can see what the questionis there.
You can kind of share with theaudience here.
So, taylor, we'll start withyou first.
Of course, we're talking abouthabits, uh.
So, taylor, you know what is ahabit that you would like to be
better or change?

Speaker 2 (54:57):
I would say probably and this is relevant of what I'm
going through right now, thatI'm going and dealing with every
day, it's got to be of mymorning routine.
You know, I've got atwo-year-old that wakes up
really early and will get in themiddle of it and it's a gremlin
stage I'm going through andmajority of times and I fight

(55:17):
with this, of going through whaty'all have all went through
this, but by the time I get homeat night he's already asleep,
but then he wakes up in themorning.
So you're trying to fit it allin of going through and with
your schedule.
So really of fine-tuning mymorning routine, of going
through there.
It's just I laugh 4 25, I gottawake up even earlier.

(55:39):
Shelby just likes waking upreally early, but if I put my
phone in the other room I wouldsleep straight through it.
I'm like a bear.
But uh, I'd have to get one ofthose alarm clocks you have to
stand on, get out of bed andactually stand on it.

Speaker 3 (55:53):
I heard it this morning running.
Uh, it's the, the buzzer on thegarbage truck.
Yeah, that's what I'm going toget for you.
I'll put it outside.
So you have to get up fast, soyour two dogs or your son or
your wife don't wake up.
Yes, and you've never gottenout of bed faster than hearing
that.
Whatever the garbage truck.

Speaker 1 (56:10):
You know, growing up I had one of the old school ones
that had the double bell on thetop.
The only way it'd stop is ifyou stuck your hand in the top.
You learned how to do thatwhile you were sleeping, didn't
you Take it?
out of the room.
That's a good point.
I think it's important foreverybody to understand,
including us, is you've got allthese different phases of life.

(56:32):
You've got to adjust that.
If your son's two years oldright now and you can spend more
time with him in the morning,like okay, but if you're going
to do that, you got to do thisover here, or you got to at
least take care of yourself alittle bit before you're at home
seeing him.

Speaker 2 (56:47):
You just have to wake up earlier and you have to
adjust that.
So that's no different thanpivoting in business and life
and work.
Anything else, your life as itgoes through its phases will
change, so you need to alwaysjust be changing on that to make
sure you're optimally doingwhat you can do best for you.

Speaker 3 (57:04):
That's a great point and just to hone in on that, I'm
okay.
So I am a morning personbecause I wake up in the morning
.
Sure, I am not.
I'd slept in the first fiveyears of work.
I would show up just at thelast minute that I had to be
there before I get hollered outat a meeting.

Speaker 1 (57:23):
And you know, it just is like I don't know how many
brothers was like listen, youidiot, you gotta be here before
you then I mean I don't know howmany people, naturally, are
avoiding people, but I mean Ican tell you the amount of times
we've wove up early and gonerun.
It might be an hour beforeeither one of us even said a
word to each other.
Right, you know what I mean,but then it was okay.

Speaker 3 (57:46):
Even if we were mad at each other, you knew the end
result was good.
Yeah, like plenty of times,there would be a text that would
say, hey, 6am in the morning.