Ep. 64 - The Momentum Problem: How to Get Your Team Moving Again

In Episode 64 of Crossroad Conversations, the Lewis Brothers break down the Momentum Problem — why teams stall after a strong run and how to get them moving again. They explain that momentum isn’t just strategy or activity — momentum is emotional. Teams feed off energy, recognition, and small wins, and when that emotional current fades, productivity fades with it.

The conversation explores how real momentum starts with tiny successes that compound over time — like building a snowball or lighting a fire — and why jumping straight to big initiatives often kills progress. The brothers discuss why being “busy” doesn’t equal moving forward, how leaders must prioritize revenue-producing and team-impact actions, and why clarity and consistent follow-up are critical.

They also address the ways teams lose momentum: too many priorities, muddy communication, neglecting to celebrate wins, and leaders becoming detached. The solution isn’t more speeches — it’s direct involvement, clear standards, measurable activities, visible leadership energy, and frequent recognition. Momentum is rebuilt when leaders step into the trenches, create early wins, reset direction, and emotionally champion their teams again.

Takeaways

• Momentum is emotional, not just operational.
  
  
  
• Small wins create big momentum over time.
  
  
  
• Being busy is not the same as being productive.
  
  
  
• Clear priorities prevent stagnation.

Chapters

 01:10 What The Momentum Problem Really Is
 03:04 In the Garage — Ford F-150 Value Discussion
 05:11 Why Momentum Disappears Without Warning
 06:59 Defining Momentum in Performance-Based Businesses
 08:33 Small Wins vs. Big Leaps
 08:42 Timing the Right Emotions in Leadership
 09:24 The Role of Team Energy & Cheerleading
 10:10 Sports, Crowd Energy, and Business Culture
 11:20 Creating Emotional Buy-in Through Meetings
 11:56 How to Spot Momentum on the Floor
 12:45 Idle Teams vs. Moving Teams
 13:11 Busy Does Not Equal Productive
 13:40 Revving the Engine Without Going Anywhere
 14:19 Evaluating Daily Activity for Real Results
 15:36 Overworking vs. Working Productively
 16:28 Management’s “X-Factor” Activities
 17:20 Prioritizing Actions That Affect Others
 17:59 Why Momentum Requires Constant Maintenance
 18:37 Monitoring KPIs to Detect Slipping Momentum
 19:21 The Myth of Passive Momentum
 20:43 Teams With Momentum Perform 30% Better
 23:43 Losing Momentum Through Too Many Priorities
 26:09 Communication Breakdowns
 27:13 When Wins Stop Being Celebrated
 28:06 Why High Performers Still Need Recognition
 30:06 Scheduling Celebration & Shout-Outs
 31:08 Recognizing Both Top and Rising Producers
 32:31 Motivation vs. Action — Getting Involved
 33:37 Leading from the Front, Not the Office
 34:53 Accountability at the Top
 35:45 Clarity Creates Alignment & Wins
 36:29 Starting Small to Reignite Movement

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_03 (00:00):
Momentum is emotional.
Oh yeah.
Oh yeah.
Right?
And we're guys like uh leaveyour emotions at home.
But understanding the correcttime for the correct emotions,
whether you want them to or not,your team is driven from the
emotions of the momentum or lackthereof.

SPEAKER_00 (00:25):
Hey everyone, welcome to Crossroad
Conversations with the LewisBrothers, where we aim to share
real stories about running asuccessful family business,
working through adversity, andpouring back into the community
that keeps our door open.
We're your host, Matt Shelby,and Taylor, and we bring you
relevant local business adviceand automotive insights that are
sure to change the way you lookat running a business.

(00:47):
And maybe even throw in a plugfor you to do business with us.
Welcome to CrossroadsConversation with the Lewis
Brothers.
Hey, we got the entire gang backin here today.
Oh, yeah.
All three of us, we've beenspread across the U.S., but
we're back in studio today.
And you know, you know, we'regonna bring some relevant
content for you guys today tohelp you with your business.

(01:09):
And I love this one on episode64.
The momentum problem.
How to get your team movingagain.
If you heard what I said there,it wasn't how to get your team
started.
It's how to get them movingagain.
You know, when you were on aroll and then all of a sudden it
came to a halt and you're like,what happened?
Well, that what happened is whatwe're gonna dive into today.

(01:31):
Hopefully unpack and help youlocal business owners out there
keep that momentum and that firebehind your team to stay
successful.

SPEAKER_02 (01:39):
Absolutely.
Diving in there, we got to goback to episode 62, the copycat
trap, where you get caught innew trends without validating
them.
Don't get stuck in that.
Go back, check out that episodethat was really fun to talk
about.
Always take in new ideas.
You know, be uh evolving in yourbusiness, but don't get caught

(02:02):
in someone else's business thatyou have not vetted.
So really big there to go backand check out.

SPEAKER_03 (02:06):
Hate to hear that.
Double check on that.
All right.
Don't forget, always find us atlewissuper shore.com,
LewisCarge.com, or for allthings podcasts, Crossroad
Conversation Podcast.com.
Make sure you like or subscribe.
So every week, every Thursday at10 a.m.
when that drops, you get thenewest one, and it'll drop and
you can see what we talkedabout, what we messed up on, or

(02:28):
what things are going good.
So check that out for all thegreatest.

SPEAKER_00 (02:31):
You bet.
And we appreciate you guys wheny'all are texting us questions
or we see you out in public andyou're like, hey, I wish you'd
cover this.
That's what we want to cover.
We want to cover relevantinformation.
You know, 64 episodes in, it'sit's time for us to cover what
you want.
Yeah.

SPEAKER_02 (02:45):
Absolutely.
Hey, what's in the garage?
And I love this.
It's America's best-sellingvehicle, the best-selling truck,
knocking on the door of 50years, Ford F150, and we're
talking about all trends.
I'm talking about I have thenicest of nice, but I have the
best value because it is valuetime of the year when businesses
need to make a purchase.
I have F150 starting in the30,000, like 39,000.

(03:09):
And that's even still for afour-wheel drive, fully capable,
toes a minimum of 8,200 pounds.
So gets you all the features youneed, starting the best price
point, and we have every optionavailable on the ground, ready
to go.

SPEAKER_03 (03:26):
You know what I love what manufacturers sports Ford
specifically has done and whatthey continue to do.
If you haven't looked or boughta truck in a while, you
generally know your trim thatyou're driving, right?
I got this trim because it hadthese options.

SPEAKER_01 (03:41):
Yep.

SPEAKER_03 (03:41):
What they do is because the truck, the vehicle
has to continue to evolve forsomeone to need to trade because
it needs to look different, havedifferent tech, or just stay up
to date with the power, is theypush the current latest trend
down.
And so the truck Taylor'stalking about is an STX.
We just launched it for aspecial today.

(04:03):
It's$15,000 off.
Black appearance package.
So this thing has LED headlampsand fog lamps, which five years
ago the King Rancher Platinumdidn't have.
It has LED, and they're evenprogressive.
So when you turn, it's turningthe that counteracting fog lamp
on.
They're black surroundheadlamps.

(04:24):
It's 18-inch, which would havebeen the high trim uh
powder-coated wheels, allterrain tires.
It has a 13.2-inch touch screenwith wireless Apple CarPlay,
which four years ago yougenerally would have had to been
top-tier trim.
10 years ago, you couldn't havegot half the size of screen.
So the technology keeps so thisis an STX.

(04:46):
It was what we would call one ofour budget or value line trucks
without sacrificing any type ofquality.
It still gets uh the towpackages, still gets all the
options and features of theF-150, still gets remote start
from the Ford Press app.
Yep.
You can schedule search, stopsearch, change climate, and this
is on our value truck that canbe sub-40,000.

(05:08):
Wow, that is big value.
All right, so getting into thisthing, the momentum problem.
The momentum problem.
And sometimes you can be like,it's not clearly written on the
wall, and no one's gonna raisetheir hand and say, hey, boss,
I'm at a momentum.
They're not gonna say, hey, I'mnot at my number because I'm at
a momentum, right?
It's kind of the hidden thingthat you see throughout your

(05:31):
business or your department.
And it won't all come at once,and it won't just be one
department or all departments.
It's gonna be a little here, alittle there.
And momentum is very, very,very, very contagious.
It is.
Whether it's bad momentum orsolid rolling momentum.
Think about that in ourbusiness, every single month, we

(05:53):
have to do what with themomentum?

SPEAKER_00 (05:55):
We've got to ignite it.
We've got to stay behind it, wegot to keep it going.

SPEAKER_03 (05:59):
Because what happens, and we just did it, we
closed them up.
New Fords had just a bang upmonth, sold 128 new Fords, Lewis
Ford over 200 total vehicles.
Momentum was rolling strong.
And then Monday, December 1st,happens, and everyone's back at
zero.

(06:20):
Generally, people are used to itthat are seasoned.
A new opportunity, equal playingfield, but a lot of people are
just like boom, right?
Starting back, it's like theirbank account, like Friday hit,
they spend all their money andthey're back at zero.

SPEAKER_00 (06:37):
So let's talk a little bit before we get, and
I'm eager to talk about thismomentum, but we we do need to
realize I think we take it forgranted that we understand what
momentum is.
You know, and like like we knowwhat momentum is.
And some people out there maythink they know, but maybe they
don't.
So let's unpack this a littlebit on the momentum.

(06:59):
So, momentum is when you take atask that is around performance.
Okay, we're not talking about aline task where you just keep
putting the item in the box, butwe're we're talking about
something that'sperformance-based.
How many hours that a technicianturns, how many cars we sell,
you know, if you're in the HVACbusiness, how many jobs you sold

(07:21):
this week, so how many roofs yousold, how many inspected.
Momentum is when you start witha small piece of success and you
compound on it.
And I want to park there becausewithout the small piece of
success, you never get the bigmomentum.
In order to get, if we'retalking about snowball, you

(07:41):
can't just start with this, ify'all have ever tried and pack
your big snowball and try toroll it.
It doesn't work.

SPEAKER_03 (07:47):
It's gonna break.

SPEAKER_00 (07:47):
It's it's it might look like a snowball, but but
you got to get it in your hand,like really, maybe a little
water on it with ice, you know,so it's like really solid to get
the momentum going.
And then you gotta keep addingto the fire.
It's no different than startinga fire.
You can't put the big log on thefire, can you?
You got to get some kindling inthere, you gotta break it up,
you got to get it going.

(08:08):
And in our business sellingcars, we may take a deal that
really doesn't make financialsense.

SPEAKER_03 (08:14):
Oh, there's plenty of them.

SPEAKER_00 (08:16):
And I'm not talking about the old age unit or the
hard to sell unit.
No, I'm talking about a unitthat on paper, this thing will
sell and almost sell itself, butwe know we have a salesperson
that we got to get the momentumstarted so we take the deal
because long term it's gonnaequal even more success.

SPEAKER_03 (08:33):
You know, that that probably rolls into another
factor of definition is, and Ilove this, momentum is
emotional.
Oh yeah.
Oh yeah.
Right?
And we're guys like uh leaveyour emotions at home, but
understanding the correct timefor the correct emotions,

(08:54):
whether you want them to or not,your team is driven from the
emotions of the momentum or lackthereof.

SPEAKER_02 (09:02):
Highly, very much, right?

SPEAKER_03 (09:04):
So you're just talking about can we get off,
can everyone get off on the snapcount?
That's right.
Can everyone get here and thenwe're all gonna shoot a quick
video or whatever that KPI is,and then you get a little
emotional like solid, dude.

SPEAKER_04 (09:18):
I just listened to that phone call that you talked
to that guy.
That was so solid.
I know he hung up on you, butyou had your words right.
And then he's like, okay, allright.

SPEAKER_03 (09:28):
Like, hey, let's do another one.
You do another one, you set anappointment.
You're like, that's solid.
Hey, everybody.
Taylor just set an appointment,and it's the emotion.
And so we get to be, your teamgets to be cheerleaders for that
momentum emotion.
And I say you get to be becauseyou choose whether you are or
you aren't, and it makes all thedifference of Dead Sea or

(09:51):
Thrive.

SPEAKER_00 (09:52):
It does.
And I I'm going to relate thisto sports because we're in the
middle of sports, okay?
If you've ever been to, it couldbe basketball, football, uh, it
could be any sports, but I'mgoing to talk about football for
example.
And we talk about men not beingemotional, but you go to a
football game, that that rulegoes out the window.
Oh, yeah.
They're all emotional.
Oh, yeah.
They'll have their shirt off.

(10:13):
And if you don't tell me thatmomentum doesn't matter, then
why in a game do they spendhundreds of thousands of dollars
on AV?
Oh, yeah.
Why do they have thecheerleaders?
Why do they have the band?
Why do they have the huge LEDscore scoreboards out there?
Because they're trying to getthe momentum going with the
team.
And when that gas and it's quietin there, that team's not going.

(10:37):
It's like you're watching golf.
And same thing, why do they makesuch a big deal out of when they
get a first down and everybodyyells, first down?
Just trying to get the city.
It's because they're getting themomentum and the emotion
involved.
And you're trying to tell theteam good job, so then they
drive it all the way down thefield.

SPEAKER_02 (10:53):
Yes.

SPEAKER_00 (10:54):
You know, that that's what's so important here
that we're talking about.
And sports relate to business somuch.
It's just like we forget it.
You know, like when we were akid, we're all encouraging and
recruiting and all of ourbuddies were talking and we're
pushing forward.
And in college, the same thing,and all of a sudden we get in
the business world.
We're like, let's not do thatanymore.
Let's not have fun.
Let's not do that.

(11:14):
That's where we get to bedifferent.

SPEAKER_03 (11:16):
That is.
That's where our sales meetingswill be different than anybody
else's.

SPEAKER_00 (11:20):
Because they have emotion involved.
Oh, yeah.
And it's fun and it's exciting.
And we'll we'll find people andthey just sold something, even
if they just did a great walkaround.
I love after our Saturdaymorning.
If you hadn't watched it, go onFacebook, our show and go, we do
our Saturday morning meetinglive.
I love going after the show andgo and walking through and the
salespeople that did the walkaround, finding them in

(11:43):
one-on-one, telling them howgood a job they did on that.
You can see their face light up,and you can't tell me that that
doesn't help catapult theirSaturday, you know, just because
of that small there of momentum.

SPEAKER_03 (11:55):
Yeah.
So when you see a teammate or awhole team with momentum, what
does that look like?
How can you spot that?
Do they like, yeah, I got themomentum rolling?
Probably you never hear thosewords, do you?

SPEAKER_00 (12:08):
No, probably not at all.
Well, I know you don't at all.
What you see happening is, andyou can feel it when you go into
a place.
It's no different than goinginto a restaurant that's rocking
and rolling.
Like you can feel the energy andthe vibe.
You see people moving a littlebit quicker, you see smiles on
faces.
You know, in our business, yousee cars moving around, you see
people in offices.

(12:28):
You don't see these idlehuddles.
If you walk in somewhere and yousee huddles of employees, and
I'm not talking about a meeting,but just huddles of employees
standing around, they they'velost their mojo.
You know, you need them moving.
You need them moving and shakingand smiles on their face, and
and you can just feel it like, Idon't know exactly what's going
on at this business, butsomething's going on.

SPEAKER_02 (12:52):
That's no different as a manager, and that's a as
you managing your team, that's aquick gauge of you look up from
one of your tasks and you seethat idle pocket employees.
Whoop, hold on, I know they'renot moving in the direction they
need to be because they'restanding here, not obviously
helping customers.

SPEAKER_03 (13:10):
So you get you gotta keep your thumb on that.
The one other thing in thedefinition that we didn't talk
about is busy does not equalmomentum.
That's such a good point.
Busy does not equal momentum.
So you have to realize that thatjust because you're busy doesn't
mean that you're productive.

SPEAKER_00 (13:28):
Now we're in the automotive.
So I'm switching from sports toautomotive, because this is
easy, this is easy to do.
Um, if your vehicle is in parkor in neutral and you're reving
the engine, you're turning 4,000RPMs.

SPEAKER_03 (13:41):
Sounds like it's doing a lot.

SPEAKER_00 (13:42):
You're turning 5,000 RPMs.
No different than you being busythroughout the day.
But if you don't put it indrive, it does jack squat.

SPEAKER_03 (13:51):
So how do you think that in our business we tell the
difference between busy andmoving forward or having
positive momentum?

SPEAKER_00 (13:58):
And naturally, I have to check myself on this all
the time.
When I'm doing the activity, I'msaying, am I doing an activity
that's gonna equal the resultsthat my team needs?
Or if I'm talking about meindividually, and the activity
I'm doing right now, what willthe outcome be?
Will it have just filled thetime for the day?

(14:20):
Or no, when I do this, it'sgonna start this.
Or when I make this many phonecalls, it's gonna get me X
amount of appointments.
And when I get the appointments,then they're gonna show and I'm
gonna sell a car.
If we're talking about sellingcars.
So you always check yourself ofthe activity I'm doing right
now, is it the most productivething I can be doing?
And does it align with my goalsfor today?

SPEAKER_03 (14:42):
Yeah, I think people get hung up so much, uh, and I
mean all people, in the act ofbeing busy.
Right?
Just just busy.
But like, is it productive?
Is it moving towards the goalthat you're working on?
Is everyone on the same page?
Are you just all just kind ofbusy flailing around and you got

(15:03):
your eight hours in, 10 hours,12 hours, and didn't accomplish
much?

SPEAKER_00 (15:07):
And I think like our mind is such a powerful and
complex machine, you canconvince yourself of anything.

SPEAKER_01 (15:15):
Oh yeah.

SPEAKER_00 (15:16):
And I'm not talking about the basic stuff of you got
down the rabbit hole on somesocial media page and you look
up and it's 45 minutes later andyou've just burned brain cells.
What I'm talking about is maybeI went in there to do a
spreadsheet to go over KPIs withemployees, and I accomplished
what I needed to accomplish tobe able to go to the meeting,

(15:36):
but then I just keep diggingdeeper because it feels good and
like I'm accomplishingsomething, but at some point in
time I've passed over what wasrelevant to go over with
everybody.
And I could spend two more hourspulling 18 other reports and
combining them trying to lookfor a trend.

SPEAKER_03 (15:52):
And and there's time, it depends on your role,
your position, there's time fordiscovery, right?
Because you don't know what youdon't know.
Well, there is.
Uh, and so then, but then youhave to know you cannot bring
the entire encyclopedia and tryto deliver it to someone and
expect that they're gonna getsomething from it or do
something with it.
So there's there's time whenyou're just kind of doing a

(16:13):
little bit of, I'm not surewhere this is going, but I need
to dissect it.
Um, but in your normal uhmomentum productive work, you're
generally you're gonna haveyour, you know, your reports,
your KPIs, you're gonna look atthese things, measure those, and
pass them down.

SPEAKER_00 (16:28):
And if you're in a management role, let's switch
over to a management role now.
You know, we we talked a littlebit about individual, but if
you're in a management role, oneof the key things, and y'all
have heard me talk about it, butis is what I'm doing right now
gonna have an X factor witheverybody else?
Yeah.
And especially if you're, youknow, if you own your own
business out there, you youdon't have a lack of to-do list.

(16:50):
What you have a lack of isprioritizing what's gonna equal
the biggest outcome.
You got plenty of things to do,but you need to prioritize that
list by the things that affectother people.
They're either waiting on you oryou're coming out with this
incentive program that maybe isgoing to accelerate the momentum
amongst 10 of your sales team oryour production team.

(17:13):
That has got to go to the top,being the most productive
because you have an X factorthere.
And then filter in the non-Xfactor stuff in between.
It still has to get done, butdon't do the X factor stuff at
the end of the day where youlost eight hours of productivity
over 10 people.

SPEAKER_03 (17:29):
Yeah, that's super important.
All right, so that helped usreally uh define what momentum
actually is, how we see it inour daily, uh kind of breaking
that down.

SPEAKER_00 (17:38):
Yeah, and I think you know, to talk about too on
the just the and I know we'llget into it, about the signs of
momentum slipping.
Yeah.
Uh, and that's you you justreally have to keep your thumb
on it.
It's n it's never a set andforget it.
You know, if you get your carrocking and rolling and drive,
and you let's say you get yourcar up to a hundred miles an
hour, which is fast, once youput it in neutral, it will keep

(18:01):
moving.
But at some point in time, it'sgonna go to a standstill.
You know, you you're out campingand you build this great fire
and you put even you put someovernight logs on it.
At some point in time, if youdon't go back there and you keep
stoking it, the fire will diedown.

SPEAKER_03 (18:17):
You can just tell that it's KPIs or performance
metrics or measuring on thedaily, you know, or or
throughout the day of of lookingto see, hey, that thing was
moving real fast, so that personwas super productive.
But right now, what would be thetemperature of that?
Yeah.
And that's one of those thingsas as a manager, you get to look
at to make sure that momentum isstill rolling.

(18:37):
If you catch it, if you catchthat car that's bumped into
neutral at 100, it's pretty easyto slip it back into drive and
keep momentum without losingmuch ground.
That's right.
If you catch an employee that'srolling super strong and somehow
gets distracted by five-car fretor just TikTok, then you can
quickly bump them in.
Now, if you wait, if you're thelazy manager or if you're just a

(18:58):
uh someone who's looking at theresults, it's gonna be too late.
It is you're gonna burn a monthor something that you'll be
like, what happened to Larryover here?
You know, I thought he washaving a banger month.
He's like, Well, he was, thensomething happened.
Yeah, and no one helped him outthere.

SPEAKER_00 (19:13):
I think that's so important.
And you know, I watched uh acouple videos the other day on
the guy, you know, a buzzword inbusiness right now is passive
income.
And so many people have amisconception of what passive
income is.
And they're like, well, buythese rentals or do this or
that, and you'll have passiveincome.
Well, that's not passive incomebecause you still gotta manage

(19:36):
the rentals.
You still gotta do this, youstill gotta do that.
And the reason I bring that upis because so many people want
to put something, get it going,and then walk away from it and
expect it to keep going.
That's not the case.
You have to manage theactivities, you've got to make
sure that momentum's going, andthen you've got to throw in, you

(19:56):
know, in our business, somespiffs, some incentives to keep
that thing going.
Every once in a while.
Uh that's not a set it forget iteither, but you gotta always
keep your thumb on that.
You do.
Good discussions there.
All right, here's a question foryou.
We'll go through this real quickand then we got a bonus item to
talk about.
Uh teams with strong momentumare how much more productive
than teams without it?
Is it five percent, fifteen,thirty, or sixty percent?

SPEAKER_03 (20:22):
Teams with momentum versus teams without it, how
much more productive?

SPEAKER_00 (20:26):
Productive.
Yeah.
I I would have said the highestrate.

SPEAKER_03 (20:30):
Yeah, that's what I would think.
But that's a lot.
Think about that.
You're talking about productionbeing 100% versus 160%.
Okay.
Okay.
You know, like Okay.
So the answer's 30%.

SPEAKER_00 (20:43):
The answer's 30%.
Answer's 30%.

SPEAKER_03 (20:45):
Which is extremely solid.

SPEAKER_00 (20:47):
It is extremely solid.
Hey, I had to throw a bonus buyin here because this is coming
out at the right time for allthe businesses out there.
We just got a power buy of ProMaster EV vans.
Okay, and before you shut thespeaker off, because I said EV,
listen up.
Um, so we were able to buydirectly from RAM, and we've got
10 of these right now, uh, EVone-ton Pro Master vans.

(21:10):
Now these are fully outfitted.
Okay, they've got over 140 milerange, they've got adaptive
crews, heated seats, heatedsteering wheel.
They have the roll-up rear door,like you'd see on a delivery
van, like a UPS, like an Amazon.
They've got a sliding side door,okay?
Shelf synonym, bulkhead, highroof, super high roof.
All the the linings, let me tellyou this.

(21:32):
The the window sticker on thesethings are$88,000.
And they have between 50 and 200miles on them.

SPEAKER_03 (21:39):
Okay, so they're brand new.

SPEAKER_00 (21:41):
We right now, now they were hail damaged.

SPEAKER_03 (21:43):
Okay.

SPEAKER_00 (21:43):
That's the disclosure.
Complete transparency.
They were hail damaged.
Manufacturer had to get themback because they were in
transport.
They fixed the majority of thehail damage.
There's still some small dentson the very top.
These things are$55,000 off.
$55,000.
They were$88,000.
They're now$33,000 and$34,000.
Oh my God.

(22:04):
And I just had to pause there,and there's a plug we don't
usually do.
But if you are in an in-towndelivery, say$55,000.

SPEAKER_03 (22:13):
Hey, and I'll tell you, whether you like EV or not,
we uh we had uh e-transits.
We had some e-transits, we weretrying to sell them.
We couldn't get anybody to seethe momentum behind these, and
we said, hey, let's just createour momentum.
So we bought one and put it forour purchase delivery fam.
Yep.
It's been probably two yearsnow, a year and a half, two
years.
Um it's got over 40,000 miles.

(22:36):
And believe you me, we servicestuff, right?
Yeah.
Like if it needs something, wedo it.
We have not serviced it one bitbecause there's nothing to
service.
We maybe have put a set of tireson it.
Uh but there there's no nothingto do.
And it has yet to, and they wereso reluctant, they said, no, we
drive further than the 140miles.
We drive further than that.

(22:57):
And I said, if it if it breaksdown, call me and I'll come get
a truck and a trailer.
Not if it breaks down, it runsout of range and I'll come get
you.
Right?
I'll send an Uber to pick you upso you don't have to sit in the
cold.

SPEAKER_01 (23:06):
Yeah.

SPEAKER_03 (23:06):
They have yet to.
They have yet to.
And they've gone up to 153 or 7miles on one charge and they
love it.

SPEAKER_01 (23:14):
Yeah.

SPEAKER_03 (23:14):
They never have to go to the gas station, so their
employees aren't gettingsidetracked with, you know,
whatever at the gas station.
They plug it in every night andevery morning it's fully charged
and ready to go.

SPEAKER_00 (23:24):
That's good stuff for sure.
So come by and check those out.
All right, next subject up.
Now let's talk about, we talkedabout what momentum is.
Let's talk about how teams losemomentum.
Okay.
They lose momentum.
Because I do feel like,especially for entrepreneurs out
there, or if you step into amanagement role, I feel like
everybody finds some momentuminitially.
And it's because you're gung-ho,you're out there, you're ready

(23:46):
to make a difference, whetheryou're hired for the position or
opening a new business, and youget your momentum going, but
then you lose it.
But then you lose it.
And a lot of times that comesfrom if we peel it back, and we
talked about this, too manypriorities, no progress.

SPEAKER_03 (24:06):
Yeah.
If you throw like the kitchensink at a a teammate or at a
whole crew and you're like, hey,here's what we need.
We need to do this, this, this,this, and this, and this, which
probably all need to get done,you just have to layer it.
And so as soon as you do that,you'll circle back in a day or
five days or a month and nothingwill have happened.

(24:27):
Because they already had theirmain priorities, and then you
just gave them four, five, six,eight other things to work on.
Like do you do you guys not hearme, or did I not set it clear
enough, or you know, uh so thatthat's one one of the things is
too much.

SPEAKER_00 (24:43):
I think that's probably one of the biggest
things is when you think aboutday one you started in your
position versus two years downthe road, you have a whole lot
more on your plate.
You you really do.
You know, day one, you youthought you had a lot coming at
you, and you did because youwere you were learning, but you
were really just trying to movethe needle in production or

(25:05):
sales or whatever else it maybe, and then farther down the
road, then you're doing all therest of this stuff, which are
important, but it starts takingpriority over the production
activities.
And it just I just encourageyou, like just list down what
you got to do for the day andthen look at it and go, which
one of these are revenuegenerating?
Which one of these uh are otherpeople waiting for me on?

(25:28):
And and those have to be thepriorities of the day.
Yeah, they they have to be.
Without revenue, the businessdoesn't sustain, and your
revenue generating people shouldbe the priority.

SPEAKER_02 (25:38):
Yeah, that's gonna be first thing in the morning of
what you turn on and you go, andand more times than not we see
that.
That it just someone gets in aspot, they're progressing,
they're growing, they think theyhave a lot, not really, it's
just a new atmosphere.
They get going and as timeprogresses, it gets easier
because you continue to trainand stay in that same mindset,

(26:00):
and it's like, let me have more,let me have more, let me have
more, will they not continue toprioritize the thing that made
them successful from the get-go?

SPEAKER_00 (26:09):
Yeah, no, I think that's that's really good.
You know, also the anothersubject that comes in here is
communication.
You know, about communicationgetting muddy.
And that'll happen whether wemean to or not, we'll cover a
new subject of like, hey, youneed to do this.
And an employee goes, Well, do Ineed to do this or do I need to
do what you told me the otherday?

(26:30):
And and you taught me to do X,Y, and Z, and now you're adding
Q to it.
Yeah.
You know, so I thinkcommunication's very you've got
to be very clear there and notassume that they understand that
they still need to do theirproduction stuff.
They just need to feather thisnew piece in as well.

SPEAKER_02 (26:46):
It either gets muddy from that or it gets muddy from
lack of communication becauseyou continue to let certain
things happen.
If you're like, ah, it'll fixitself.
Okay, we'll start workingthrough that.
I'll address it next time.
That's not something I need towrite them up this time on.
And then you look down the roadand it's happened over and over
and over and it's multiplied,and then you are stuck deep in

(27:10):
the mud.
That's right.

SPEAKER_00 (27:12):
That's right.
That was really you know, thenthen another piece there is
winds stop being celebrated.
And I'll give you a coupleexamples, non-automotive here,
and then you guys jump inautomotive.
Um I I can remember when we weran our first 5k and how many
people were excited about it andask you about it.

(27:34):
Or your first half marathon, andeverybody was talking about it.
Oh yeah.
And then years down the road, itjust it becomes the norm.
Or the first time you serve achurch and they're all excited
about it, and thank you so much,and you look up four years later
and you're like, does anybodyeven know I'm doing anything
anymore?

SPEAKER_03 (27:50):
Yeah.

SPEAKER_00 (27:50):
You know, so that's that's really like you just get
numb to it and you shouldn't,because again, those are your
producers.
And when you prioritize themomentum with the revenue
generators and the producers,you never lose sight of
celebrating the wins.

SPEAKER_03 (28:05):
That that that's so good because it's so many people
let that go, but it's so easy tore-win at.
It is.
So think about that.
Think of our our producers thatconstantly crank out a crazy
amount of hours in the shop,where our salespeople that
constantly sell 20 plus a month.
You kind of and it's just it'sfunny you say that about you

(28:28):
know, if you go to the gym oryou run every single day, and
then someone's like, hey, didn'tsee you at the gym this morning,
you feel victimized.

SPEAKER_04 (28:34):
Like, where were you at all the other things?
Screw you, I've been doing thisforever.
Like one day off.
Where have you been?
I think can I not have one dayoff?

SPEAKER_03 (28:42):
It becomes the expected, right?
And you're like, can I not?
But then if you think about theother side, if someone's
cranking out 400 hours a month,yeah, and the shopper selling
2530, it is so easy, but it isso important that you stop and
still say, good job.
You put in the work and youperformed better than what was

(29:02):
expected and better thanaverage.
But more often than not, we'reon to the next, right?
Because you think like, okay,that one's going, let's get
another one going.
But you got to circle backaround, check the oil, check the
person, how's it going, and say,hey, I I don't know if anybody's
told you, but you did an amazingjob.
And I just want to say thank youagain.
And I know you're used to this,I know you run every single day,

(29:24):
but you just completed anotherhalf marathon.
Good job.
Or whatever that is, right?

SPEAKER_02 (29:29):
Yeah, you do have to do that.
And uh yesterday I was sittingtalking to the team at Ford, and
I was like, guys, hold on.
Good job, good job.
And they're like, No, that'swhat we're supposed to do.
I was like, I know, thank you.
Yeah, thank you for running withme over here and doing what you
need to.
I appreciate that.
I see it, but great job.
Like, as it sits now, we're Xabove everyone else.

(29:52):
And they're like, Yeah, butwe're supposed to do that.
And I said, I know, but thankyou.
Yeah, thank you.

SPEAKER_03 (29:59):
Like, no, I Expected you to win.
Correct.
We've trained to win.
Yeah.
But you won and I wanted to saygood job.

SPEAKER_00 (30:05):
Yeah.

SPEAKER_03 (30:05):
Right.

SPEAKER_00 (30:06):
And if you don't schedule the opportunities to do
that, can I tell you as aleader, you're not going to do
it.
Now, now, sporadically you will,but not consistently.
Every once in a while you'llthink about, oh man, it's been a
while since I walked back therein the shop and told them good
job.
It's been a while since I wentand told the sales team, good

(30:27):
job.
But if you schedule it, itforces you to stay on pace with
it.
Now let's give a couple examplesfor the listeners out there.
So what let's talk about salesfirst.
With sales, we celebrate salesand productivity every single
Friday meeting.
And then once a month, weannounce the top five from all

(30:47):
the dealerships.
And yes, we hand them checks,but we do the music and we do
the lights, and we've scheduledit.
Where then, if we've scheduledit and prioritize it, we won't
forget about it.
And in all the otherdepartments, that happens during
our cake day.
And we celebrate the hours andthe most ROs written in the top
parts person.

(31:08):
So those are the top performers.
But what also happens too isyou've got to remember you've
got other up-and-comingproducers that may not be at the
top yet, but they also need somecongratulations to keep the
momentum behind them.
So then we'll ask our partsmanager, our service manager,
our sales manager, hey, give mesomebody else that hit their
personal best for the month.

(31:29):
Maybe it wasn't the top of thegroup, but let me give them a
shout out or a certification, orone week they had a stellar week
on hours turned.
So you you've got to layer inmomentum for everybody, just not
your top producers.
Yeah.

SPEAKER_03 (31:42):
That's super solid there.
Absolutely.

SPEAKER_02 (31:44):
And I think sometimes too, you see that of
your middle of the ground,they're wanting to do better,
they're wanting to move up.
My one uh sales guy that comesto mind over at Ford, he can
handle any customer in anysituation better than my top
performing guy.
And a lot of times, more thannot, I'll give him the customer
because I know he's gonna handlethe situation.

(32:07):
Doesn't matter if it's an angrycustomer, they're yelling at
him, he's gonna walk throughthorough, do good process.
So, so important to acknowledgethat team member as well and not
let them be forgotten about.
Mythbuster time, diving intogetting involved.
We just need to motivate peopleto get momentum back.

SPEAKER_00 (32:31):
We just need to motivate people to get momentum
back.

SPEAKER_02 (32:35):
Oh, I hear this sometimes.
The manager's going through, andit the train is going into the
water the wrong direction, andyou're still whipping the horse.

SPEAKER_00 (32:44):
So, so one of the things about just speaking to
try to get momentum back, onceit's going down or it's
plateaued, it requires action,not words.
It's different than the first ofthe month.
You know, the first of the monthwe come out with objectives and

(33:06):
sales and programs, and it'srah-rah, rah, rah, rah.
And those are a lot of words.
But when when somebody's downand like in the trenches,
they're like, show me, help meget out of this.
Yes, I blah, blah, blah withyour talking.
Show me how this is actuallyworking.
And then that's when we'll takethat really short deal.

(33:28):
You know, that's when we'll sayyes to this or that, that may,
maybe on paper doesn't makesense, but it will down the road
because we're reigniting thatfire.

SPEAKER_03 (33:37):
It's funny.
I yesterday had a text fromanother dealer in our 20 group.
Uh, it was actually the dealer'sson.
He was like, Hey, I've got thisreport that you guys went over.
I'm working on this.
He's like, How do you get yourteam to actually, where do you
get this data?
I told him, he said, How do youget your team actually to follow
through with that?
I said, uh, you set thatstandard.

(33:58):
Here's my expectations, here'show you do it.
You make sure you train them,they understand where it's
coming from, how to get it, andthen that's the new expectation.
You measure it daily uh and youset an example.
And he's like, I'm just, did youlose anybody?
It's like, no, I didn't loseanybody.
I gained like gained growth, butpeople actually using it.
He's like, I just feel likethere's gonna be so much
pushback.

(34:18):
And I said, Well, this amongeverything else, we have to show
people how it works.
So your action, I said, we haveto has to come from the top down
of here's the game plan.
Let me get in the trenches withyou, and I'm gonna show you kind
of how it works.
And then you might learnsomething along the way, but
they're gonna be like, oh shoot,they're in there.
I better get in there and dothis.

(34:39):
And then they'll try it, andthen they'll have some success.
And that success becomesmomentum.
And that is the motivation.
But the momentum is what youshowed them how it works.
And so he was like, I just don'tknow how I'll do this.
I was like, You gotta getinvolved.

SPEAKER_00 (34:53):
You just gotta get involved, you gotta get started.
And top performers, like you'renot worried about the low
performers, it's the topperformers.
Guess what?
They really like accountability.

SPEAKER_01 (35:02):
Oh, yeah.

SPEAKER_00 (35:03):
And if if you haven't watched the documentary
about the Dallas Cowboys, youknow, whether you're a Dallas
Cowboy fan or not, but it'sreally good because Troy Aikman
talks about that and the changesof the coaches, you know.
So it's you gotta have that.

SPEAKER_02 (35:16):
So you hit the nail on the head there.
Momentum doesn't come from justmotivation, it comes from
clarity, alignment, and wins.
So diving in, being involved,that's when I love getting
involved the most with someonewhenever they need the most
help.
Whenever they've done a good joband done the process, that's
just bragging on your employeethat's done what they're
supposed to do whenever it's aneasy deal for you to get

(35:39):
involved.
Whenever it's really fun toshow, hey, I'm on your team and
I'm gonna help pull you out ofthe situation is when you get
involved and you show themclarity alignment and show them
how to win.
Was that supposed to be a mythbusters or a subject we talked
about?
Can be both.
You know what?
It's our podcast.
It's yours, you do whatever youwant with it.
Whatever we want with it.
But that was a good one to talkabout.

(35:59):
Rebuilding momentum.
So we kind of started talkingabout this, but you've got to
dive in and you start with asmall, yeah, clear win.

SPEAKER_00 (36:09):
You do, you do.
And if you think about it, it'sgonna take the most effort too.
So if we're talking aboutpushing or a really heavy ball,
or we're talking about getting acar started, or we're talking
about any of that, the mostpower is used when you're taking
off.

SPEAKER_01 (36:22):
Yep.

SPEAKER_00 (36:22):
The most power to move that 300-pound ball that
you're pushing or whatever itis, is gonna be right from the
get-go.
Once you get it going, she'sgonna roll, then it's gonna
roll.
So just know that you got tostart small.
And what in our business,starting small is hey, let's get
the manager in the call centerwith the salespeople and make

(36:44):
calls with them to get them thewin of the appointment.
And then when the appointment'sdone, then the manager's
standing there waiting to greetthe customer.
So then those small wins therebefore we even sold the car
shows the salesperson, hey,they're here to help me and the
proofs and the pudding, andthey're not just talking about
it during the meeting.

SPEAKER_02 (37:05):
You know what I love with with starting small, going
in the direction you need to,you're automatically going into
the next step you need to go,which is re-establishing the
direction and the priority ofthat, because that's gonna help
you be effective, obviously,what you're doing.
Absolutely.

SPEAKER_03 (37:22):
That's just the the clarity thing of saying, hey,
here's our direction, it's stillthe same, or here's our
direction, it's changed.
Uh, here's where we're going,here's how we're gonna get
there.
And then that you can helpunderstand that, but it's just
the clarity of understandingthat.
So not everyone's like, I don'tknow, haven't really heard from
the team.
Momentum was lost in that.

(37:43):
Do we do we keep rass on thisbear even though it's not
working, or what are we doing?

SPEAKER_02 (37:48):
You bet.
You bet.
So, so important that you'd saidright there, but realizing how
the momentum was lost and whereyou need to reset your standards
or your guidelines, yourboundaries to one, make yourself
more accountable to follow up onthat so it doesn't happen again,
but to give your team thoseclear expectations of this is

(38:10):
what you need to follow.
Mm-hmm.
Mm-hmm.

SPEAKER_00 (38:12):
No, that's good.
And you know, sometimes yougotta adjust, but be quick to
adjust.
Um you know, if you got tochange quarterbacks, change
quarterbacks.
So you know, if if you gottachange, we we recently did this,
one of our metrics was 50 phonecalls a day.
And that's what we were holdingthe team accountable for.
And an adjustment happenedthere, and we said 50
activities.
I don't care whether it's text,phone calls, emails, however,

(38:36):
you put those three together,get 50 of them.
You you reestablish what it isand the direction, and you still
prioritize it.

SPEAKER_03 (38:43):
Yeah, don't get don't get stuck in your ways of
no, this is the idea, this iswhat we said, this is what we're
gonna do.
Like, do not get hung in that.
Like, especially if you'retrying to keep momentum or
rebuild your momentum, you'regonna have to be a little bit
moldable as you're hoping theywill be moldable so you can
create some momentum.

(39:03):
So just understand what'ssomething you can measure,
something that you can seegrowth.
Put a leaderboard up so everyonecan see.
And when when happens, stop andthen hey, we won here.
It's because we reset thesestandards, everyone's on the
same game plan, and let's go.

SPEAKER_00 (39:18):
Mm-hmm.
The in the the big way to dothat is you have to have
somebody in your circle thatfeels comfortable enough to call
you out.
Yeah.
And to say, hey, Matt, let'slet's re-look at this or look at
this from another angle.
And as soon as you have somebodythat that does that, know that
they care and they're trying tohelp you be better, don't take

(39:41):
offense to it.
Because if you squash it once,they'll never do it again.
Yep.
And you need that person thatcan help because when you're in
the middle of it, it's hard tosee those opportunities.
And when you need to pivot, youmight be thinking you're trying
to gain momentum and you'relosing momentum because you
haven't re-established yourdirection and your clarity.

SPEAKER_02 (39:59):
That's really big there.
I'm going into so knowing justcommunicating correctly with
your team, giving them the clearexpectation, and then just what
role does leadership energy playin your team momentum?

SPEAKER_00 (40:14):
It plays a ton.
I mean, you know, you you you'vegot to show up.
It's no different than you'veheard us talk about when you go
to see a show or a program, andas soon as the curtains come
back, they expect this level.
Um, so you gotta be on, youknow, when you show up to work,
when you go into a meeting,they're expecting a high level.
And that's that's what you'vegot to do.

(40:35):
And some days you got to put onyour big boy pants, you know,
because maybe you don't feel thegreatest.
Maybe your kids brought homesome sort of virus or flu or
this or that.
You got to put it on becauseyour team is depending upon you.
Yeah.
And you got to show up becausethey're only gonna rise as high
as you put that.
So the the leader plays anentirely important role there.

SPEAKER_02 (40:58):
You know, I saw this the other day, and this is when
we talked about football.
I loved it.
And and sometimes yourtransitions or your where you
adapt won't result in the clearwin or anything else that you're
looking for.
But football game this pastweek, an Arkansas coach, they
were talking to him and theydidn't end up winning, but he
started the backup quarterback.
Yep.
Whenever he was talking aboutit, he said, Why'd you start the

(41:19):
backup quarterback?
He said, He was showing inpractice that he was trying the
hardest.
Yep, he was showing up, he haddone all this other.
I felt like he deserved thestarting role the most.
So taking the guy that washighly recruited about
everything else and didn't starthim.
And the other guy came out onfire and he wasn't as seasoned
as anyone else, but he was suregiving it everything he had.

(41:41):
And sometimes that's a sparkthat your team needs.
It says, Hey, I know you've beenthe best, but I'm gonna step you
back because this guy's reallytrying hard.
And then what it does is itsometimes bleeds over to the
rest of your team.
I I love seeing that, and that'sreally a true leader because
he's gonna get backlash if itdoesn't work good or anything

(42:01):
else.
So know that you have to dothat, but I I like that a lot.

SPEAKER_03 (42:05):
That's one of those things that like success is not
ever owned, it's rented, and therent is due daily.
It's like one of those thingsthat you have to each day you
gotta re-earn your spot, re-earnyour level of leadership.
It's one of those things likeyou picked leadership, right?
And so you get to make thatdecision like I gotta go get a

(42:26):
quick state change, I'm notfeeling it.
I didn't get up as early as Iwanted, or I've just got a lot
going on.
Well, you're about to have abunch of people staring and
looking at you that are gonnatake your direction.
And they are, they say 70% ofcommunication is nonverbal.
What are you doing with yourhands?
What's your face look like?
What's your posture?

(42:47):
All those things that sometimespeople overlook.
And if you are not 100% ready,and if you haven't paid the rent
for that success that day, it'sjust gonna whack you.
And so leadership is not foreveryone because you got to put
your game face on every singletime without failing, no
exceptions.
And it's okay behind closeddoors to say, hey, yep, let's

(43:07):
talk about this game plan.
Like, what were we doing?
And what like can you take thisone?
Because I'm not feeling it.
Yeah, like hey, help me withthis one right here.
I know we normally do this, butflip this over and to make it
work because it has to be clear,rah-rah, because they are
counting on your momentum.

SPEAKER_01 (43:24):
Yep.
No, that's that's true.

SPEAKER_03 (43:26):
Another thing we talk about, and we've talked
about it a couple times.
I think it's so important tocelebrate wins as constant and
as loud as you can be.
In our last cake day, we have amillion bajillion different
things to talk about.
And I constantly, we constantlychallenge the team, hey, give us
a metric.
Because if you think about thetop guys, generally are the top
guys, and you want to celebratethem, but there's also the up

(43:48):
and coming that they might be300% of their production, but
still it's not the top of theteam.
Yeah.
Right?
They normally do 30 hours andnow they've bumped up to
whatever it may be, 50, 60.
Like that was a big jump, right?
And so you're counting on yourteam to help you with those.
But like we had some, a coupleof our technicians get their
master and their senior mastercertification, and we slowed

(44:10):
down to really slow the raw, notnot the excitement, but slow
down the speed to go over allthe time that was put into that.
One of them was six years, andone was seven years, or one was
ten years to be able to get thatlevel of certification.
It is so important because we'vehad it before, and we do our

(44:31):
very best, but 275 employees,someone's name will be missed
off the birthday poster or theiranniversary, and it will wreck
them.
Sometimes it'll wreck them forthe day, sometimes for the week,
sometimes for the month.
Sometimes we've had people wantto turn in their notice.

SPEAKER_04 (44:45):
I'm like, oh my gosh, I'm so like one, you're
like, just grow up like I'msorry.

SPEAKER_03 (44:52):
You kid.
But well, what you is like, hey,I I have failed.
Um let me let me go ahead andwrite this in.

SPEAKER_02 (44:58):
Uh, that's where you got to get used to sharpening
your outer, right?

SPEAKER_03 (45:01):
Yeah, I'm not, I'm like, we've spilt the milk, all
right.
Somebody get a straw and startsucking it up.
Like, we gotta get it.
Uh, but it's one of those thingsyou have to stop and celebrate
those.
Constantly because you're alwaysleaders are always talking and
they're always going overmetrics.
Somebody might only get that onetime, and we've seen it on a
manufacturer call when youkilled it, yeah, and they don't

(45:24):
even say a thing about it.

SPEAKER_04 (45:25):
And you're like, well, heck with you.
I just busted it.
Our team just killed it, and youdidn't even mention me because
I'm not out here doing this orchasing your fancy shrine over
here.

SPEAKER_03 (45:35):
And so you have to relate that to you and then down
to your team to realize that youcould be doing that to them.

SPEAKER_00 (45:41):
Sure.
And even sometimes, too, you'vegot to remember, and that's just
where we lean on our managers.
But I had a manager tell me, andwe announced during last cake
day, we had an employee that hisson had is graduating high
school, but he just signed witha full ride to college to play
baseball.
That was a big deal to me.
Yeah.
And when you figure out stufflike that and you celebrate it

(46:03):
with everybody else, that drivesthem and they feel a part of
that success.
Because you got to rememberthey're here to generate an
income to give them access tosomething else.
And the more you talk about thesomething else, it really lights
that moment.

SPEAKER_03 (46:18):
Yeah, because everyone talks about the
metrics, right?
And as guys, we you know,stereotypical leaders, we're
talking about this and growthand growth and growth.
One cake day, someone was like,Hey, I just on a whim, I was
like, Hey, do you want me toannounce that you guys got
engaged?
Yeah, and you guys died laughingat me, like, where did that come
from?
And I was like, It's goodthough.
Yeah, and it was totally, I wasjust joking, and then the person

(46:41):
was like, Oh, she would reallyenjoy that.
And I was like, I can paint thaton real good.
Let's go.
And it was way out of character,way out of normal.
But those little things no oneis doing and no one is
celebrating.
Yeah, right.
They might do it on socialmedia, but everyone puts
everything on social media.
Uh, so to do it in person, somecelebrate some wins and some fun

(47:01):
things out of the ordinary aresuper big.
That's big.
That keeps momentum of peopleenjoying where they work.

SPEAKER_02 (47:07):
That's right.
Absolutely going into this.
So good, good covering momentumand just being in the middle of
it there.

SPEAKER_03 (47:14):
Any other thing, momentum to uh keep it moving?
Yep.
How to identify it or what losesmomentum, anything we miss
there?

SPEAKER_00 (47:22):
I don't think so.

SPEAKER_03 (47:23):
Okay, keep the momentum rolling.
All right.
Question I want to ask you guyswhat's one go-to move you use
when you feel momentum slipping?

SPEAKER_00 (47:33):
Um, the the consistent one, and and we uh we
all do this, I'll answer this,but we all do this because our
dad did this is you get backinvolved.
You know what I mean?
You just get back to it.
Plug yourself back in.
Plug yourself back in.
You know, it's like there's ahole in the boat.
Yeah.
Yeah, we got to repair it, butyou better plug it first.
And you gotta get involved toplug it.

(47:55):
So, you know, whether it'sgetting back down at the desk,
if it's being in the servicelane, if it's being in the
finance offices, wherever it is,your presence, asking questions,
not to come down on them, wherecan I help?
What can I do?
Or just sitting in the sameoffice and doing your normal
work, grab your laptop, youriPad, remote access in, that

(48:18):
will instantly start swingingthe moment.

SPEAKER_03 (48:21):
That's my favorite.
That's my absolute favoritething to do.
There's there's high-levelmanagement things that need to
be done, but then I like to be,even before momentum is slowing.
Like I want to be part of thesuccess.
But just, and I when I sit downin the sales manager's office, I
sit in the first desk, and itwasn't specifically by design,
but it works amazing.

(48:42):
Yeah.
Because I can quickly removedistractions because I am not
the normal person that's there.
And so I can see what's goingon, what's the temperature of
the momentum?
Is it rolling?
Is it neutral or is it slidingbackwards?
And then you can quickly helpthat out.
And then you'll see your salesmanager should be like, man, I
appreciate when you do that.
You know, it's like, hey, let mehelp you make this small

(49:04):
adjustment right here.
Go in with this pencil just likethis on the next seven deals and
see which, and they're like, ohmy gosh, I can't believe that
worked.
Because we know this, right?
We've talked about this.
Your fresh eyes, also, we'vetalked about pushing things down
and delegating.
You know that your best manageris going to perform into 70 to

(49:26):
80% of what you can do, right?
If you, if that was your forteand you were good at it.
So you can in quickly inject 20to 30 percent more production by
you being involved.

SPEAKER_01 (49:39):
That's right.

SPEAKER_03 (49:39):
Which then they get to be a part of and they're
like, whoo, that worked faster.
We closed higher, all thosethings just by you being
involved.
That's right.

SPEAKER_01 (49:48):
Yep.

SPEAKER_03 (49:48):
Taylor, something you see differently or go-to.

SPEAKER_02 (49:51):
Oh, if it's something that needs immediate
attention there, it's just youput your other stuff to the side
and you immediately go there.
Just like Matt talked about, ifthere's a hole in the boat, you
go and do it.
It's some people fail in thisbig because they halfway do it.
They're like, uh, I don't reallywant to go get involved in that.
I don't like it's something youdon't like doing.
Um, and then you're halfway,you're like, okay, yeah, we've

(50:13):
adjusted.
It's not gonna adjust and it'snot gonna fix.
So whatever needs to beaddressed, favorite thing to do
is be able to, okay, I'm gonnago insert my and I'm gonna do it
right now and do it.

SPEAKER_03 (50:22):
And it's one of those things, the difference of
helping out when you need toplug a hole and being an
armchair quarterback or ahelicopter parent, right?
You're not on every single dealgoing out and saying, oh no, no,
let me look at this.
Because what'll happen is thenthe salespeople will start
coming to you.
Sales managers will be like,what the heck?
Why aren't they coming to me?

SPEAKER_00 (50:39):
Yeah, I think that's important to say.
So uh when we go get involved,we we don't say give me the
ball.
No, no.
It's you're still getting theball.
Let me go block for you.
Or let me give some insight tothe guy up in the press.

SPEAKER_03 (50:55):
It's like, hey, I just happen to notice your
ball's wet.
Here's a fresh ball.
I'm gonna clean it up.
Let me block and let me tell theguy in the pick spot.

SPEAKER_00 (51:03):
Like, like that's so important.
Like, you're not going downthere to have a spotlight to be
put on you to go, hey, justremember, I'm the best.
I'm the one that did this, andthat's where y'all should do it.
Like, let me close thiscustomer.
I got this.
That that that's not the case.
You're sitting there almost flyon the wall, but you're present
and you can address, you'reremoving distractions, and we're
doing those instantly.

(51:24):
You know, hey, what can I helpyou with?
You're removing that off yourproducers.
Remember, those are in the keysback there.
Have you gone and looked there?

SPEAKER_03 (51:32):
There's a difference in doing that nicely, it's no
different than me trying to keeppeople on track with the car
wash Fridays, especially when wehad Dodo and we had just a
mayhem.
I'm like, and I talked about itevery Friday.
I felt like a broken record.
And I had to like, like, we'reyou're not doing this.
And I wasn't saying, hey, you'redoing wrong.
I'm just saying, hey, here's howwe need to do it.

(51:53):
And so then instead of me justscalling because I've done it,
yeah, I can wash more cars thanyou.
That's what, you know, I'm like,hey, hey, let's have a
competition for versus crisis,see who can do more car washes.
And so then I was like, well,there's 45 people out here
getting coffee.
I can't wash 45 cars and stillbe out there to serve those
people.
So what I would do is just goout there and talk to them.

(52:14):
I'm like, oh yeah, we're happyto get a car wash.
And so then I found someone.
I was like, hey, she's superjacked up.
Here's her car that needs to getcar wash pulled up here.
Here she is.
And then I could move to thenext one.
But I wasn't just taking overthe entire thing.
That's true.
That there's a big differencethere.
Yep.
That's really good.
Absolutely.
All right.
Well, Saud, thanks for joiningus for this episode, episode 64.

(52:34):
And like always, make sure youlike and subscribe so you can
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Hey, and if there's somethingthat you want to hear about,
please tell us.
You know, like, eh, I don'tknow, they don't listen.
Like, I don't know.
That was kind of fun going overeverybody's questions.
Sure.
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Conversation Podcast, let usknow.
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like to be on your podcast.

(52:55):
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So just shoot us a message.
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As always, crossroadconversation podcast.com,
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We'll see you soon.

SPEAKER_00 (53:12):
Hey, thanks for joining us today, and we hope
you enjoyed this episode.
Make sure to give it a like,share it with your friends and
family, visit our website, andsend us some questions.
We want to know what you'd liketo hear, who you'd like to hear
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