December 11, 2025 • 39 mins
In Episode 65 of Crossroad Conversations, the Lewis Brothers dive into the reality of what it means to lead when you’re running on empty. They discuss how leadership isn’t about being perfect — it’s about consistency, showing up when the energy is gone, and staying responsible to your team even on hard days. The episode explores burnout, personal endurance, learning when to recharge, empowering others to step up, and balancing vulnerability with accountability. This conversation highlights the importance of adjusting daily workloads to match energy levels, asking for help, and remembering that leadership is less about spotlight moments and more about steady commitment to the people who rely on you.
TAKEAWAYS
Leadership requires showing up even when you don’t feel your best
Consistency matters more than perfection
Burnout happens when leaders don’t take time to refuel
Recharging yourself allows your team to grow stronger
Empowering others builds leadership capacity across your team
Adjusting workloads helps maintain productivity during low-energy days
Vulnerability can strengthen team trust
You don’t need all the answers — you need the right people
Asking for help leads to better outcomes
Long-term success comes from steady discipline, not occasional highs
CHAPTERS
00:00 Leading When You’re Running on Empty
02:15 Consistency Over Perfection
03:17 Bronco Competition and Value Segment
05:16 The Reality of Burnout
07:05 Why Leaders Must Recharge
09:29 The Pitcher-and-Cup Leadership Analogy
10:31 Showing Up Through the Grind
11:09 Endurance Running and Mental Toughness
12:38 Leadership Responsibility Stories
14:15 Family and Work Parallel Leadership
15:57 Why Rest Makes Better Leaders
17:19 Admitting You Don’t Have the Answers
19:12 Leadership Lessons from Ford’s Turnaround
21:30 Building the Right Leadership Team
24:18 Adjusting Your Day to Match Energy Levels
27:31 Leading Without the Spotlight
29:03 Recharging While Staying Responsible
31:07 Empowering Others to Step Up
33:06 Learning to Ask for Help
34:06 Consistency Always Wins
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!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_03 (00:00):
But I still show up and I put my game face on
because that's important to me.
No matter how tired I am, nomatter how much I've laid out
there today, my kids want toshow me something, and that's
important to me, and that's aresponsibility as a dad.
In work as a leader, you're incharge of the success of your
(00:22):
team.
Hey everyone, welcome toCrossroad Conversations with the
Lewis Brothers, where we aim toshare real stories about running
a successful family business,working through adversity, and
pouring back into the communitythat keeps our door open.
We're your hosts, Matt Shelby,and Taylor, and we bring you
relevant local business adviceand automotive insights that are
(00:44):
sure to change the way you lookat running a business.
And maybe even throw in a plugfor you to do business with us.
Welcome to CrossroadConversations with the Lewis
brothers.
Taylor and I are in studiotoday.
Yep.
Episode 65.
Man, I like this one.
Why?
Because I feel like that there'sa lot of leaders out there that
can relate to this one.
(01:05):
So go ahead and crank up thevolume because today we're
talking about leading on empty.
You know, everybody always talksabout when they're on their high
or like things are always great.
Let's talk about the real world,Taylor.
Let's talk about when you'redrained, there's nothing else
left in the tank, but you knowyou still gotta show up, that
you still gotta be a leader.
You know what?
And as leaders, we don't like toadmit that.
(01:26):
We don't like to showvulnerability, we don't like to
show weakness, but everybody cansee it.
SPEAKER_00 (01:32):
Oh, yeah.
SPEAKER_03 (01:33):
You know what I mean?
Like when you're at the bottomof the tank, on reserve or
double reserve or whatever youwant to call there, just trying,
you still show up, you stillmake decisions, you still get
things done, but on the inside,you know, you're drained, you're
unsure, or you're just not theperson that today.
Leadership isn't always aboutfeeling qualified.
(01:55):
It's about leading even when youdon't.
You know, and and leaders talkabout low confidence moments,
they talk about when they'refailing.
People follow consistency, notperfection.
And I think if you don't getanything else out of the
episode, but I do encourage youto listen to the whole thing, is
that consistency is the key, notperfection.
(02:17):
Not perfection.
You got to show up on the daysyou don't want to.
You got to show up consistentlyevery day, not just on your best
days.
SPEAKER_01 (02:25):
Absolutely.
That's how the abnormal win andoutperform the high performers.
Man, you're so right.
I can't wait to get started onthat.
Oh, yeah.
Before we do, we've got to diveback into episode 64.
Okay.
Momentum problem, how to getyour team moving again whenever
you've hit a wall.
That was so good, so fun to beable to talk about there, but so
important because so many ofy'all run into this problem of
(02:47):
what happened?
We completely stopped.
We were rolling, somethinghappened.
So, how to adjust, move forward,keep moving, get over the
problem, and accelerate yourteam.
Go back and check that out.
Hey, always check us out online,LewisSupersore.com for all the
specials we've got going on,crossroads conversation
podcast.com for all of our,we're up to 65 now episodes that
(03:08):
have been relevancy of in thebusiness, in the community, have
people on here.
So check that out.
But we got to get into what's inthe garage.
Ooh.
And it's the Bronco.
We've talked about this, butthere's so many different
options they've brought out inwhat they finally have brought
out.
Okay.
We knew they needed to, and thisis bred from competition.
(03:28):
Sure.
Just like Jeep, we talked abouta couple weeks ago.
They finally got the technology,the power seats, the creature
comforts.
You know what Jeep was doing sogood that Bronco was not doing,
and we were staring at it like,come on, is the color match
hardtop.
SPEAKER_03 (03:42):
That's what I love about competition.
Now we're a little biasedbecause whether you pick Jeep or
you pick Bronco, we're good togo.
Yeah.
Okay.
But it allows the quality to goup.
It allows technology to go up inadvancement, but it also, it
also drives the price down.
SPEAKER_00 (03:59):
Oh, yeah.
SPEAKER_03 (03:59):
Because they get highly competitive because they
want market share.
And that's what we're seeinghappen, especially on the
Bronco.
SPEAKER_01 (04:04):
Oh, yeah.
They've readjusted because therewas a hype like you've never
seen when those dudes came backfrom being on for almost 20
years since the full size onewas in the mid-90s, finished up
in 96, which was such a goodvehicle.
Ford knew they needed to bringback.
It was an all-time high.
Well, the manufacturers saw thatand started to escalate their
(04:25):
price up, but they're quick toadjust.
And they brought it back down torelevancy and to match the
market of a Wrangler, of a LandCruiser, of anything else
staying relevant in the market,but bringing all the value to
it.
And we got the selection there,whether you're looking for a
two-door or four-door, whereyour one-stop shop for.
Yeah, I mean, I'm starting inbelow 40 grand for standard GOAT
(04:47):
modes, four-wheel drive, hardtop.
And what I love on the lowermodels, they've come standard
with the 12-inch screen that'sApple CarPlay, the digital
instrument cluster.
So all the features that makesense that used to be on the 60
to 70,000 now are sub-40,000,and you're getting into that.
So really big deal there ofwhat's in the garage.
(05:08):
And if Bronco's not your nicheof what you want, we have
Wranglers and have every singlething you can think of in that
rank.
Absolutely.
SPEAKER_03 (05:16):
All right.
So on today's episode, we'retalking about when the leaders
drain.
And can we just be vulnerableand honest for a minute before
we get farther into this?
You only have so many days whenyou're at your peak.
Like if you think back, thinkabout the past year.
And I'm not talking about normaldays, but like a day where you
(05:38):
just feel like you're hitting onall eight cylinders, your mind's
clear, you're on it, you'resolution based, you're focusing,
and you're rocking and rolling.
That's only a handful, isn't it?
Oh, yeah.
I don't know about you, but me,I mean, that's only a handful.
Oh, yeah.
You know, then I'm not having todrag myself through it, go,
okay, it's meeting time.
I got to have game face on.
(05:59):
Here we go.
And I'm not talking about thatbecause, you know, it's been
this or that, but just life andfamily and all the rest of it
going on.
So if that's the case, and youknow, here, we're gonna bring
you the real truth, is most ofthe TikToks you walk watch out
there and all these get richquick and do this, they're only
(06:19):
talking about at the peak oftheir game.
Well, we want to talk about thenormal day, and we also want to
talk about when you're justdrained, but you still know you
gotta show up.
Oh, yeah.
You know, feeling like you'refaking it even when if you're
not succeeding.
SPEAKER_01 (06:35):
Yes, absolutely.
And you don't realize the other,you don't realize how low, how
far in the reserves you areuntil you take time to sometimes
step back and recharge.
I love that you hit on that.
And I'm all of us as brothersare really positive people and
we help bring each other up.
But yesterday I just got backfrom being out of the office and
(06:58):
had been gone to a dealermeeting and then took time and
went uh to fish a fishingtournament with my buddy and got
back.
Sure.
It was like I was headed back toschool for the first day.
I was jacked.
I came in and was already acouple of coffee deep before I
even started going through themeeting.
The guys were like, whoa, slowdown, Taylor is jacked up.
(07:19):
And I was rocking through there.
And then I got going halfwaythrough the day, I'm like, am I
really that different than whatI normally am?
You don't realize it unlesssometimes you step back and
really see, hey, I need to beable to adjust here so that my
team can grow and see that.
I think that that's important.
SPEAKER_03 (07:38):
And so there's there's a couple takeaways so
far, and this is gonna be agreat episode.
But the the first is Taylor justhit on that if you don't take
time to take care of yourself,there's no way you can give a
high level of your team.
And and I am a we all are, but Iam a very determined, very
competitive person.
(07:58):
Okay.
And I mean, I can I can work alot of hours.
I I have tons of endurance.
I just I'm built with thatengine.
But just because I can go forhours upon hours and days upon
days, and I've gone yearswithout a day off before, did
not mean I was bringing thebest.
In my mind, it had convinced methat if I'll just keep working
(08:21):
harder and I'll keep grindingand I keep the plow on the
ground, that success will comeon the other side.
And and it did.
But if I would have taken thetime to refuel myself, refill
myself, gone fishing, likeTaylor talked about, okay, to
come back as a better version,what would that have done for
the rest of my team?
SPEAKER_01 (08:42):
Yeah, and that's hard to do sometimes.
You as a leader, you as the guythat's that's dragging the
group, that's helping them fixproblems.
And a lot of times you will findthat whenever, and we talked
about this yesterday.
I was checking up on the team,obviously, whenever I was out,
but whenever you work so hardfor a team and you pour so much
(09:04):
into them, sometimes you got tounplug.
And guess what's gonna happenwhenever you unplug?
Your team wants to do good foryou.
And they want to show and say,hey, we we want him to have time
off, but we want to show himthat we can do this.
Absolutely.
And we had a banner weekend.
Yeah, a banner weekend that washuge.
But sometimes your team can'tever step up to that next level
(09:26):
if you don't take the minute torecharge for yourself.
SPEAKER_03 (09:29):
So that's the side of here's what you should do to
refuel yourself.
And you guys have heard me talkabout the pitcher of water
before.
You got a full pitcher of water,and you got five glasses you're
pouring it into.
Pour one, pour two, pour three,pour four, pour five.
The pitcher's then emptied.
Okay.
So then those five cups, theyrepresent five managers you're
(09:51):
over.
And they start pouring theircups individually out to the
rest of their team.
When they're empty, they comeback to you to refill the glass
so it can keep flowing down.
Well, if your pitcher's empty,okay, and you're like you're
shaking every little bit out ofit, and you never take the time
to refill your pitcher, you'vegot nothing else to pour into.
(10:12):
Okay.
And sometimes, now let's behonest, okay?
You're like, okay, Matt, thatsounds great too.
I'm glad you're glad you wentfishing, you know, blah, blah,
blah, blah, blah.
That ought to be nice.
Yeah, yeah.
Whatever.
We've heard it all.
Okay.
Yeah.
So what about if you're juststarting a business up or you
don't have enough employeesunder you yet?
You want to get to that, youwant to be able to play, go play
(10:33):
golf, or take your family toBranson or whatever.
There's still this storm thatwe've all gone through of
showing up even when we didn'twant to show up, pushing forward
as a leader even when we didn'twant to.
And you just got to do it.
You have to.
You got to do it.
And I can tell you this, and I'mgoing to relate this a little
(10:55):
bit to endurance.
And for y'all that are sick andtired of hearing about like our
running events, so what?
Listen.
Um, and and here's why in theultra world, when you're out
there talking to people, they'rethe majority of them are
entrepreneurs.
And the reason they are, I'm nottalking about a mile race or a
5K.
I'm talking 50 miles, 100 miles.
(11:15):
And the reason why is they'reproblem solvers and they have
the ability to push forward evenwhen they don't want to.
And here's what happens, andthis is what teaches you in
endurance sports, is that you'llbe going through a bad phase.
Let's say at mile 42, your kneehurts, okay, and you still got
60 left, and you keep pushingthrough, and all of a sudden in
(11:35):
10 miles later, everything'sgreat and you're back on a high.
And that's how I relate that tobusiness.
When you get out of bed in themorning, you're like, son of a
gun, my day's loaded up, and youwalk in the door and somebody
hits you with something stupidthat's not really that
important, okay?
And you're like, can thesepeople just not figure this out?
But if you'll keep pushingforward and you'll keep showing
(11:56):
up, then all of a sudden it hits10 30 or 11 o'clock, and then
boom, it's smooth selling.
Yes.
Or maybe the day started offgreat, and then at 11 o'clock, a
storm of customers coming inthat they didn't get their extra
key from five years ago.
You know what I mean?
Oh, yeah.
And you're like, get me throughthis, and at two o'clock, boom,
all of a sudden you got fivepeople in finance.
SPEAKER_01 (12:16):
Yep.
And you're rolling through it,and it happens.
Don't let yourself be tripped upbecause it's not if it's when,
and it definitely will happen.
I'd walked in the other day.
I love stories because storiesstart, they sell more of what
you're trying to go over andsell the truth of it.
But I'd been gone to themeeting, got back, it was 6 30.
(12:38):
I drove all the way from Tulsa,came back over here.
There happened to be asalesperson sitting on the side.
I walked in and he's like,Taylor, I've been waiting for
you all day long.
And I'm like, Are you?
I started to say, it started togo through my hand.
I was like, okay, buddy, whatare you waiting on?
He's like, I want to see if thisvehicle went when it's coming
in.
I said, Great, did you meet withyour managers?
(12:59):
And he said, Yeah, I just didn'tthink they could look at.
I said, Hold on.
So he walked in and I said, Hey,have you talked here?
You'll get something so sillylike that.
The keys of people coming in.
Don't let that trip you up.
Don't let that trip you upbecause where I looked at it as
was like, hey, I'm blessed to beable to be in this position.
Walk them back over, reintroducethem to the process.
(13:21):
If it's not a reoccurring issue,help the person out.
Be glad that you're in thesituation that you are, because
I signed up for this.
I want to do it.
I want it to be successful.
And that's what continues todrive you whenever you wake up
in the morning, your phone'salready ringing off the hook.
And it's very easy for someonethat's not in our shoes to say,
(13:43):
hey, just take a day off, or youdon't have to go in today.
You don't have to do that.
You're like, nope, this is whatI signed up for.
SPEAKER_03 (13:50):
I think uh a couple things I want to hit on there is
uh remind me about the day offin a minute.
But first, I need to go back to,you know, Taylor talked about,
you know, the person that waswaiting for him to answer that
question.
As a leader, you have aresponsibility.
And it's no different than ifyour kids ask you to do
something or they ask you aquestion or they wanted to show
(14:11):
you, you know, I'll get homesometimes and I'm just whipped.
I I've laid it all out there.
And I walk in and my kids arereally excited to show me either
what they've built, what theydid at school today, how they
didn't practice, whatever it maybe.
And uh, I'm blessed to havethree kids.
So by the time I get through allthree of them, and that's a lot
(14:32):
when I'm already drained, but Istill show up and I put my game
face on because that's importantto me.
No matter how tired I am, nomatter how much I've laid out
there today, my kids want toshow me something, and that's
important to me, and that's aresponsibility as a dad.
In work, as a leader, you're incharge of the success of your
(14:55):
team.
So never be too tired to listento them where they want to tell
you about their success or theyhave a question for you.
Your responsibility, just liketo your kids, and I know I'm
crossing over a little bitthere, but just like to your
kids, your responsibility is tohelp them to be successful.
If your team underneath you isnot successful, here's a news
(15:16):
flash for you.
You're not successful.
You're just not.
And if you're like, oh no, Matt,I was the best in my position
before, great.
That was before.
You've now been elevated to helpfive, six, seven, ten, fifteen,
twenty people be successful,just like you were when you were
just one.
And in order to do that, nobodycares how much they that you
(15:39):
know until they know how muchyou care about them.
You've got to take the time todo that.
Oh, yeah.
And that means that's what thisepisode's about.
That means even when you'retired and you got nothing else
to give, you gotta show up andyou gotta care and you gotta be
ready to rock and roll.
Now let's go to the other sideof the day off.
That's why if you interview withus or you're see, especially in
(15:59):
the car business, y'all thataren't in the car business, this
might not relate as much becausewe're in the retail business.
Is we we can't force, but wehighly encourage people to take
their day off.
Um, we're not working Sundays.
Everybody gets at least oneSaturday off.
Why?
Because at a surface level, thatlooks like a bad business
(16:20):
decision.
You need to be here, you need tofor retail customers, you got to
grind it out, you got to put inthe time.
While that's necessary, what'salso necessary is you're the
best version of yourself.
And the only way that you can dothat is when you step away, not
for a week at a time, but youstep away and you get refueled.
You connect with your family oryour hobbies or whatever else
that may be.
(16:40):
So as a leader, don't get caughtin that trap letting somebody
burn the candle at both ends,because that's what'll happen.
Then you'll look up and they'llmove to a different job.
SPEAKER_01 (16:49):
That that's really big, and that's so important to
know and be able to do that.
That no, you're you're nevergonna feel like it sometimes,
but it's so important.
And this goes back to ourfavorite quote from Zig Ziggler,
you helping others.
Enough other people achievetheir goals, your goals were far
surpass of what you wanted it tobe.
That's so good.
SPEAKER_03 (17:09):
All right, let's flip to another side of it.
Yep.
All right, what about pressuresto always have the answers
versus admitting that, hey, I Idon't have the answer here?
SPEAKER_01 (17:18):
Hmm, that's deadly because sometimes you get going
really quick and you as theleader wanna be, yeah, I know
that they're coming to me.
Yep.
And you don't want to push themoff.
But more times than not, if youwill slow down, we say this slow
down to speed up, I say, heyMatt, give me just a minute and
let me really think about that.
(17:40):
You bet.
And I'll get back with you.
Now, and this is something thatyou're gonna know a lot of the
answers, but where this istalking about pressure to have
the answers versus meeting youdon't, it's okay.
And it probably speaks morevolume in your team's eyes.
If I admit and say, hey, Matt,give me just a minute and let me
really dive into that.
Sure.
And we'll meet back.
SPEAKER_03 (18:01):
That's so good.
And I hope everybody's graspingthat.
And I'm telling you, I didn'tfor years and years.
When I was first growing up inmy career, I I had it in my
mind, and that's what happenswhen you're in your low 20s,
too, but you know, not havingwisdom, and you just, you know,
you're just full of it.
I've I really thought to be thebest leader, I had to fully
(18:21):
understand and be the best inevery position.
You know, and that's fromservice advisor to parts person
to counter, uh, to accounting tobody shop to technician.
And that's just simply not thetruth.
Now I need to know about each ofthose areas.
And I know enough questions toask, have a conversation with a
(18:42):
technician about what's going onin the internal part of the
engine, or somebody can't bluffme.
I know enough about digitalmarketing to ask the right
questions.
But can I write code?
No, I can't.
Do I place all the ads onGoogle?
No, I don't.
But I know enough to be able tomanage that.
And I'll tell you a greatexample.
And I was studying this guy,just happened to be this past
(19:03):
week, and um, and and it was aguy that took over Ford back in
05, back in 05 when when Fordwasn't doing as well.
SPEAKER_00 (19:12):
Yeah.
SPEAKER_03 (19:13):
Not at all.
And and he comes in and he comesin from an a completely
different realm of work.
He comes in from Boeing, anaircraft company.
Oh, yeah.
He wasn't even a car enthusiast.
And he comes back in, and withhis leadership, he doesn't know
the answers to producingvehicles.
(19:35):
He doesn't understand, you know,like the assembly line in the
car and how the dealer networkworks and all the rest of that.
But what he understands isleadership.
And he understands when hedoesn't know the answer, that he
puts a team around him that doesknow the answer.
And and Malawi is thisgentleman's name.
And he turns the companycompletely around, being that a
(19:57):
lot of people would say he's nota car guy, he doesn't understand
the automotive business, andhe's never had a dealer network
to work with.
And he comes in and completelyturns it around.
And when you study CEOs outthere that go from this type of
work to that type of work,you're like, how did they do
that?
They couldn't have known everyknown everything that went on in
that industry.
(20:18):
They didn't, they didn't havethose answers.
But what they had was a reallysolid set of leadership skills,
and they would admit, hey, Idon't have the answer to that,
but let me research it and I'llget it back to you.
Then he had the right peoplearound him.
SPEAKER_01 (20:32):
That's so solid for to be able to know, and I love
the story of him.
There was some people, critics,and there'll be critics in
everything that you do.
Know this, even at that level,critics that were hammering him
was saying, Oh, he doesn't knowabout the automotive industry.
He hasn't been in it before, hedoesn't know about um
reliability.
And he said, Hey, the thingsthat I was working on, one of
(20:55):
his quotes went over and said, Ican't pull over on the side of
the road.
Boeing aircraft, they wereflying through the air.
So he kind of threw it back athim there.
And I love that surround a teamaround yourself.
And it's okay to say, hey, Idon't, I don't, I'm not saying I
don't know and I'm not gonnafigure out.
Give me just a minute, let meaddress that, and we'll dive
(21:17):
into it deeper.
So that's right.
That's right.
Always do that because theother, if you ever say something
wrong there and you keep leadinginto it, and then your team
figures out, hey, they don'tknow, and they're just filling
me full of hot air, you lose awhole lot of value that's hard
to get back.
SPEAKER_03 (21:33):
Yeah, that's true.
Very true, very true.
SPEAKER_01 (21:35):
That's good stuff, good stuff.
That is, that is.
Hey, uh, a little would yourather hear drive the same car
forever or switch every sixmonths?
SPEAKER_03 (21:46):
Okay, I think this is a this is a misconception out
there, and this is one of thosethings that it wears out pretty
quick.
And I'll tell you, because II've been driving the same truck
almost now for two years.
Yeah.
Okay, which I know some of youare like, yeah, I've had my car
for five years.
Well, in in our realm, it thatjust doesn't go that way.
And it's not because we want toswitch trucks every three to six
(22:08):
months, it's what's best for themarket.
We study the depreciation.
When we get in vehicles, it'shey, what's a vehicle we would
like to drive, but we have ahigh availability.
So we're not removing it, youknow, from a one-off like a
Raptor or a TRX or somethinglike that.
Um, but then it's gonna lose theleast amount of money.
(22:29):
So that usually ends in thethree to six months.
Yep.
Now, what happens there is thatsounds really fun until you put
all your stuff in a vehicle.
Okay.
And and and then it's gotta beready to sell at any point in
time.
And then you got three kids, andespecially when you had all the
car seats in there.
Yes.
You know, so ah, I don't know.
SPEAKER_01 (22:51):
You answer from there.
Of course, it's fun to switchvehicles around and always have
something that it's fun and newto bring value to the market.
You'll never find us withsomething that's just the
absolute most crazy, but bringsgood value.
But probably the hardest partabout it, and then Shelby will
always give a hard time.
He's got a box, and yeah, he'sdied laughing before because
(23:13):
he'll come out where his truckwas, and there'll be just a box
sitting in the parking spot thathas all this stuff in it.
So you got to be willing to beable to get out of it.
SPEAKER_03 (23:20):
And I'll tell you, you're like, well, Matt, why
have you been in years for twoyears?
Well, when we were in the middleof construction, I had so much
construction stuff in the backof my truck.
Contractor, it was the site wasmuddy, everything else.
So I had a pair of boots inthere, all weather mats, you
know, tape, flags, paint, allthis stuff that they needed.
And I was driving on the siteand I was like, I'm gonna go to
(23:43):
auction, buy a really lowmileage used vehicle that I can
drive for a couple years.
Yep.
So somebody's not trying to showmy vehicle with red clay in it.
That was so you got to read thesituation.
SPEAKER_01 (23:53):
Absolutely, and be able to go from there.
All right, diving into whenyou're burned out but still
responsible.
We kind of talked about this alittle bit in the previous
segment.
Um, showing up when the energy'sgone, why leaders burn out
faster than teams.
We kind of talked about that,but dive, dive into that, why
that happens.
I think it's because we talkedabout obviously not giving
(24:15):
yourself the time to rechargeand you continue to go.
You do.
SPEAKER_03 (24:19):
So first you got to show up, you know, and there's a
little bit of you gotta put thegame face on, but you got to be
careful, like, don't go out ofcontrol.
Because if you're just out ofcontrol, people can see that
you're faking it.
Yeah.
And I've had plenty of peoplecome up to me and be like, man,
Matt, how'd you have that highlevel of energy?
(24:41):
And I've learned over my yearsto control my energy and during
the meeting, let it rip when Ineed to, but then pull back when
we have certain points to hiton.
And that comes from cadence andlevel of energy.
But I know when I'm gettingready to walk into that meeting,
no different than walking onstage, is they all came to have
(25:01):
a positive meeting and to leavethere more energized than when
they got there.
So that's my responsibility, nomatter what.
And there's times I got to digreally deep to bring that level
of expectation.
Yep.
Um, but you know, then there'sthere's other times that I'm
going through the day, and maybeyou got to organize your day
that way because you know thatyou're low on energy, or you
(25:24):
know that you're, man, you'rejust wore out, and just give me
some monotonous stuff to work onfor a little bit.
SPEAKER_00 (25:29):
Yep.
SPEAKER_03 (25:30):
And you and you schedule that.
But you could take your piecesyou need to do throughout the
day and organize those basedupon your current energy level,
uh, mental capacity, whateverelse it may be.
Adjust some things if you needto.
Don't just leave and throw yourhands up.
There's plenty of things atpricing on vehicles that doesn't
(25:53):
take a whole lot of energy.
You know, looking throughinventories and accounts, it
takes mental energy, but notnecessarily this high-end, hyper
energy level-wise.
So just flip-flop some of thatstuff.
You can still be highlyproductive.
You know, I've told some guysthat have come in before that,
you know, maybe they weren'tfeeling well, or maybe their
kids had, you know, somethingthey were exposed to, and
(26:16):
they're like, man, I don't wantto get anybody else sick.
I'm like, okay, well, let's dothis with your day.
What we're gonna do is you grabyour laptop, go to one of the
offices, shut the door, andhere's what you're working on.
You're cleaning up inventory,you're working through heat
sheets, you're looking for anyaccounts we hadn't been paid on.
You can still be highlyproductive, just readjust your
day.
SPEAKER_01 (26:35):
Absolutely.
That that's so important to knowthere.
And I love that you find thatsolution within your daily task,
and it still makes you have avery successful day, but you
just made that small pivot tomake a big difference.
Instead of you've either havinglike a light switch on or off,
like I'm either here or I'm not.
Yeah.
(26:55):
Just adjust.
Just adjust.
SPEAKER_03 (26:56):
You know, we see quarter, uh, it's easy to talk
about football because we're inthe middle of football season.
How many quarterbacks get up tothe line and adjust based upon
the defense?
SPEAKER_02 (27:05):
Uh-huh.
SPEAKER_03 (27:05):
Or or what happens if their star running back gets
hurt?
SPEAKER_02 (27:08):
Oh, yeah.
SPEAKER_03 (27:09):
They don't give up on the game.
They go, okay, we got to adjustour game plan a little bit.
The backup running backs cancome in here.
We'll give him some shots.
But if our, you know, if ouroffense was centered mainly
around the running back, now wegot to integrate in some
passing.
SPEAKER_02 (27:23):
Yep.
SPEAKER_03 (27:23):
And you just got to adjust.
Just adjust and play to yourstrengths.
And those are different each daysometimes.
SPEAKER_01 (27:31):
Yeah, absolutely.
That's good.
The the pressure always to bethe strong one, I think that
just naturally comes from beingthe leader, being the guy that's
obviously in charge of the groupand and um really that's taking
the role of leading the team.
I agree.
SPEAKER_03 (27:49):
I do not think being the strong one correlates at all
to being the one that's in thespotlight.
No.
But you can be the strong onewhile giving others the
spotlight.
Yeah.
And and and I I I like doingthat for so many reasons.
But one, it encourages thatperson.
Uh number two, it puts the lighton really the one that put the
(28:12):
work in there.
You know, even if you helped andyou supported them.
Uh, and then two, it can takethe light off of you to open up
your capacity to work on otherthings.
So I, you know, I lovecomplimenting somebody else, or
if somebody starts to give me acompliment and it was really the
guy next to me, I'm divertingthat really quick, really quick
there.
And and that allows them to takethat over.
(28:34):
I can still be strong behind,you know, behind the scenes.
SPEAKER_01 (28:39):
And we've seen that a lot whenever we have managers
that are moving up the ranks,that a lot of times the ones
naturally, you would see onethat's more vocal, more in the
spotlight, isn't alwaysnecessarily the one that you're
gonna give more reins to.
It's the guy that's that'sworking and going through the
process there that really makesthe difference that you dive
(29:02):
into.
So that that's important to knowthere.
This one I love jumping into.
How do you recharge withoutdropping the ball?
So it's time to leave.
You're gonna take a break.
Okay, a couple days, turn thephone off as much as you can.
You still don't turn the phoneoff if you're in charge of it,
you're just not sitting in themiddle of it.
But how do you do that withoutcompletely just turning the
(29:24):
switch off and saying, wow.
SPEAKER_03 (29:27):
That that that you know, that's that's a tough one.
And I think the easiest thing todo there is you go into that as
well organized as possible andyou come out of it.
And what I mean by that is if Iknow that I've got X, Y, and Z
scheduled, you know, to be ableto take a break or to go do this
or that, I'm gonna get as muchdone as I can, okay, that is of
(29:50):
high relevancy, meaning thatothers are waiting on my
response or direction there.
Okay.
That's going into it.
All right, coming out of it.
So if I'm coming back.
The next day, even if it's froma meeting, I know that I'm going
to have an influx of questions,either concerns, reports,
whatever it may be.
I'm gathering all that before Istart taking action on anything.
(30:13):
I'm first reviewing my list.
And I've got a rolling list inmy phone.
I'm like to-dos.
Nope.
I I'm I'm looking at my list ofstuff that I wasn't able to get
to.
Because if you really got a bigenough list, then you're not
going to be able to get to itall.
So I'm looking at what was leftundone.
Okay, let me start there.
Let me gather uh kind of a stateof the union from everybody,
(30:33):
figure out what needs to beaddressed first, and then I'm
coming out of it productivebecause I know what's most
important.
Yeah.
Absolutely.
You know, for sure.
Yeah, that's it.
That's a good one.
I'm just uh And then, you know,making sure that you don't drop
the ball.
And we all get at avulnerability stage of man, I
(30:55):
just don't need to be the onerunning the ball.
And that's tough as a leader,but you can ask and just divert
and have somebody else take therole on that.
Yeah.
You know, and just say, Hey, canyou help me with this?
And if you know, like even so,so quit looking at yourself like
on your best day, your talentlevel versus anybody else,
(31:19):
because that's where we getcaught in and look at, am I at
my best today, or am I at 50%?
And that other guy that's 80% ofme, he's actually above me
today.
Let me give him the ball.
SPEAKER_01 (31:32):
Yeah.
Step back.
This is where I talked to earlyon, and you love to see it.
It's it's no no different thanif it's your employees or if
it's um going through and it'syour kids at home.
Nothing makes you more proudthan whenever you've poured into
them and feel like you continueto pour and pour and pour into
them.
And then you see that, you stepback and you're like, hey, I
(31:54):
need help.
Guess what?
Whenever you ask for help, theywill far exceed anything you
could have done that daywhenever you were drained so
far, but then blow past andreally show you, hey, they've
really stepped up and they'regonna help us there.
So know that.
You know what though?
As men, how often do we ask forhelp?
Never.
(32:14):
Never.
As brothers, I laugh, and it'snormally it's never, and we need
normally need help at thispoint.
Yes.
When it's been that we've had a50-foot camper buried into
something that was upside down.
It's it wasn't like 911, I needhelp, which it should have been.
But you know, it was like, hey,if you're not doing anything, it
(32:37):
doesn't matter if I am doingsomething, call me and ask me to
come help.
I mean, we and we're all hungryabout doing it, but in the text,
Norman will go, hey, you doinganything?
Like, what do you mean if I doanything?
If you need help, just ask.
I'm happy to help.
I've built the whole gazebo withShelby before because he's
(32:57):
taking me like you doinganything?
Now let me come over.
Hey, you help me move thispiece.
And then we built, I look fourhours later, and we built the
whole gazebo.
SPEAKER_03 (33:06):
I think that, but like, and and I'm not the best
at it.
Like, let's just be honest.
But there are times that then Iask for help and I look back and
I'm like, dang, that was easy,and they wanted me.
You know, here's the crazy thingI can't get through my mind.
And I can recite it and I couldgive a seminar on it, but it's
tough for me to do it.
Of people want to help you.
(33:27):
Like they want you to ask, andyour team wants you to ask.
They do, they want to make youproud.
SPEAKER_01 (33:32):
Yes.
SPEAKER_03 (33:33):
But son of a gun, it's hard to ask.
SPEAKER_01 (33:35):
Yes, absolutely.
You're exactly right there.
That's good stuff, though.
Yeah.
Good stuff.
SPEAKER_03 (33:41):
You know, I think as we as we wrap up there, it's
just it's really important justto know that there's gonna be
days that you don't feel thebest.
There's gonna be days that youdon't want to show up that you
gotta show up.
And it's important to remember,and we'll finish this podcast
this way, that consistency beatsout perfection every once in a
(34:05):
while.
Okay.
Now it always, I said thatwrong.
Yeah, but but consistency alwayswins.
When too many others look forperfection, but perfection only
comes every now and then.
And we we talked about that inthe beginning of the podcast of
how many like great days on itdo you have?
And if you're always waiting forthose days, you'll never beat
(34:29):
the person that was consistentevery single day.
We just got back from a meetingyou were talking about, and and
I had one of the guys, and he'sa general manager of a
dealership.
He said, How often do you havesales meetings with your team?
And I said, Every day.
He said, Really?
And I said, How yeah, how oftendo you have it?
(34:49):
And he goes, usually probablyabout once a week.
I said, Well, is it structuredwhen when you're gonna have it?
Like, is it set time?
He's like, No, it kind of movesfrom week to week.
And I said, Well, how many daysdo you want to sell cars?
How many days do you want yourteam to be productive?
And he was like, Every day?
And I was like, Okay, that's whywe have a meeting with them
(35:11):
every day.
And and they're not always anhour long.
You know, we have our trainingmeetings that are longer,
they're always scheduled.
But like Tuesday, Wednesday, andThursday, those meetings might
be a five to 10 minute meeting.
Yep.
It's hey, here's what happenedyesterday, here's our fresh
trades, here's our managerspecial for the day, here's the
appointments we need to getready for.
As a reminder to everybody, weneed 50 activities, and you can
(35:33):
get those through emails, phonecalls, or text.
And let me know how I can helpyou.
You know, but it but if youexpect productivity from your
team every single day, you needto be consistent.
That's my point in this.
No different than the leadershowing up, is you got to show
up on all of those days.
All of those days.
SPEAKER_01 (35:50):
That's so important.
I and on the in the doc thismorning, I was talking to, if
you're not having dailymeetings, you can't make these
small micro adjustments thatlead up to a big change.
This week is uh that we're goingover uh is Thanksgiving.
And so with that adjustment, alot of people travel.
Yep.
And I had somebody come inyesterday and know this in the
(36:11):
retail business when somebodycomes in frantic because
something happened, know itwasn't your fault, but they're
looking for a solution.
So it was a great time to beable to share with my team.
Hey, if I have to send somebodyto drive to go pick up a part
four hours away, we're doing it.
That's right.
If this person we have to fixtheir car, if this person we
have to go drive over here tolook at their car to look at it
(36:32):
and help them get into a newvehicle, they don't want an
objection that makes it moredifficult.
Well, without having those micromeetings that are very quick and
we're changing, you'd completelymiss that.
We show back up Friday, you'reafter Thanksgiving, no one's
even here, and you wouldcompletely miss that.
So important to have that.
(36:54):
So important to have that.
Um, finish it off there.
We'll hit you with this, andthen we will uh finish off six
episode 65 for today.
But one thing that I'm stillfiguring out.
So, what's one thing that you'restill figuring out through your
career here that really sticksout to you?
Doing a better job, allowingothers to do tasks for me.
SPEAKER_03 (37:20):
So let's call that empowering others and learning
how to lead at even a higherlevel.
And we're going through thatright now about putting in
another layer of management sothat we can take everything
we've developed and continue toexpand upon it.
Yeah.
But, you know, we all come fromboots on the ground, you know,
(37:45):
ear to the ground, involved init.
And I don't want to lose that,but some of that you have to be
able to give up to open upcapacity in other areas.
SPEAKER_01 (37:55):
You do.
I'm gonna piggyback off of that.
That's so big.
And obviously, as brothers andpartners of going through it,
that that is the exact samething.
You you bring these things on,things we've always wanted,
we've inspired to have in thisbusiness, and you bring it on,
and you're so proud of it.
No different than uh one of yourkids, one of your your you share
(38:16):
the same thing with coworkers,but I brought in a new system, I
brought in a new process, and itbrings so much value that you
lose sight sometimes of it's andwe'll make it as easy as locking
this door.
I always have to be the one thatlocks this door.
Yep.
And that's so simple, but thatrelates to everyone that's
listening to this.
(38:37):
Empower other people around you.
Still have the checks andbalances, still hold them
accountable, empower otherpeople so they can do that.
Yep.
And you can bring next levelvalue to your team.
SPEAKER_03 (38:49):
Man, that's so good.
Hey, thanks for joining us todayfor this episode.
We appreciate you guys and thequestions you've sent in that
helps us bring relevantinformation out there.
So keep doing that.
And it'd mean the world to us ifyou'd subscribe and hey, leave
us a review too, so others outthere can hear some leadership
advice.
There's been plenty of peoplethat have poured into us to get
us to this stage.
(39:09):
We want to be able toreciprocate and do the same
thing, and this is a way we getto do that.
So you guys have great holidays,and uh make sure to share this
episode.
Check us out at LewisSuperstore.com or Crossroad
Conversation Podcast.com.
Hey, thanks for joining ustoday, 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.
(39:31):
We want to know what you'd liketo hear, who you'd like to hear
from, and what you want to see,or maybe even some questions for
us to answer about either theautomotive industry or just
business in general.
But I still show up and I put my game face on
because that's important to me.
No matter how tired I am, nomatter how much I've laid out
there today, my kids want toshow me something, and that's
important to me, and that's aresponsibility as a dad.
In work as a leader, you're incharge of the success of your
(00:22):
team.
Hey everyone, welcome toCrossroad Conversations with the
Lewis Brothers, where we aim toshare real stories about running
a successful family business,working through adversity, and
pouring back into the communitythat keeps our door open.
We're your hosts, Matt Shelby,and Taylor, and we bring you
relevant local business adviceand automotive insights that are
(00:44):
sure to change the way you lookat running a business.
And maybe even throw in a plugfor you to do business with us.
Welcome to CrossroadConversations with the Lewis
brothers.
Taylor and I are in studiotoday.
Yep.
Episode 65.
Man, I like this one.
Why?
Because I feel like that there'sa lot of leaders out there that
can relate to this one.
(01:05):
So go ahead and crank up thevolume because today we're
talking about leading on empty.
You know, everybody always talksabout when they're on their high
or like things are always great.
Let's talk about the real world,Taylor.
Let's talk about when you'redrained, there's nothing else
left in the tank, but you knowyou still gotta show up, that
you still gotta be a leader.
You know what?
And as leaders, we don't like toadmit that.
(01:26):
We don't like to showvulnerability, we don't like to
show weakness, but everybody cansee it.
SPEAKER_00 (01:32):
Oh, yeah.
SPEAKER_03 (01:33):
You know what I mean?
Like when you're at the bottomof the tank, on reserve or
double reserve or whatever youwant to call there, just trying,
you still show up, you stillmake decisions, you still get
things done, but on the inside,you know, you're drained, you're
unsure, or you're just not theperson that today.
Leadership isn't always aboutfeeling qualified.
(01:55):
It's about leading even when youdon't.
You know, and and leaders talkabout low confidence moments,
they talk about when they'refailing.
People follow consistency, notperfection.
And I think if you don't getanything else out of the
episode, but I do encourage youto listen to the whole thing, is
that consistency is the key, notperfection.
(02:17):
Not perfection.
You got to show up on the daysyou don't want to.
You got to show up consistentlyevery day, not just on your best
days.
SPEAKER_01 (02:25):
Absolutely.
That's how the abnormal win andoutperform the high performers.
Man, you're so right.
I can't wait to get started onthat.
Oh, yeah.
Before we do, we've got to diveback into episode 64.
Okay.
Momentum problem, how to getyour team moving again whenever
you've hit a wall.
That was so good, so fun to beable to talk about there, but so
important because so many ofy'all run into this problem of
(02:47):
what happened?
We completely stopped.
We were rolling, somethinghappened.
So, how to adjust, move forward,keep moving, get over the
problem, and accelerate yourteam.
Go back and check that out.
Hey, always check us out online,LewisSupersore.com for all the
specials we've got going on,crossroads conversation
podcast.com for all of our,we're up to 65 now episodes that
(03:08):
have been relevancy of in thebusiness, in the community, have
people on here.
So check that out.
But we got to get into what's inthe garage.
Ooh.
And it's the Bronco.
We've talked about this, butthere's so many different
options they've brought out inwhat they finally have brought
out.
Okay.
We knew they needed to, and thisis bred from competition.
(03:28):
Sure.
Just like Jeep, we talked abouta couple weeks ago.
They finally got the technology,the power seats, the creature
comforts.
You know what Jeep was doing sogood that Bronco was not doing,
and we were staring at it like,come on, is the color match
hardtop.
SPEAKER_03 (03:42):
That's what I love about competition.
Now we're a little biasedbecause whether you pick Jeep or
you pick Bronco, we're good togo.
Yeah.
Okay.
But it allows the quality to goup.
It allows technology to go up inadvancement, but it also, it
also drives the price down.
SPEAKER_00 (03:59):
Oh, yeah.
SPEAKER_03 (03:59):
Because they get highly competitive because they
want market share.
And that's what we're seeinghappen, especially on the
Bronco.
SPEAKER_01 (04:04):
Oh, yeah.
They've readjusted because therewas a hype like you've never
seen when those dudes came backfrom being on for almost 20
years since the full size onewas in the mid-90s, finished up
in 96, which was such a goodvehicle.
Ford knew they needed to bringback.
It was an all-time high.
Well, the manufacturers saw thatand started to escalate their
(04:25):
price up, but they're quick toadjust.
And they brought it back down torelevancy and to match the
market of a Wrangler, of a LandCruiser, of anything else
staying relevant in the market,but bringing all the value to
it.
And we got the selection there,whether you're looking for a
two-door or four-door, whereyour one-stop shop for.
Yeah, I mean, I'm starting inbelow 40 grand for standard GOAT
(04:47):
modes, four-wheel drive, hardtop.
And what I love on the lowermodels, they've come standard
with the 12-inch screen that'sApple CarPlay, the digital
instrument cluster.
So all the features that makesense that used to be on the 60
to 70,000 now are sub-40,000,and you're getting into that.
So really big deal there ofwhat's in the garage.
(05:08):
And if Bronco's not your nicheof what you want, we have
Wranglers and have every singlething you can think of in that
rank.
Absolutely.
SPEAKER_03 (05:16):
All right.
So on today's episode, we'retalking about when the leaders
drain.
And can we just be vulnerableand honest for a minute before
we get farther into this?
You only have so many days whenyou're at your peak.
Like if you think back, thinkabout the past year.
And I'm not talking about normaldays, but like a day where you
(05:38):
just feel like you're hitting onall eight cylinders, your mind's
clear, you're on it, you'resolution based, you're focusing,
and you're rocking and rolling.
That's only a handful, isn't it?
Oh, yeah.
I don't know about you, but me,I mean, that's only a handful.
Oh, yeah.
You know, then I'm not having todrag myself through it, go,
okay, it's meeting time.
I got to have game face on.
(05:59):
Here we go.
And I'm not talking about thatbecause, you know, it's been
this or that, but just life andfamily and all the rest of it
going on.
So if that's the case, and youknow, here, we're gonna bring
you the real truth, is most ofthe TikToks you walk watch out
there and all these get richquick and do this, they're only
(06:19):
talking about at the peak oftheir game.
Well, we want to talk about thenormal day, and we also want to
talk about when you're justdrained, but you still know you
gotta show up.
Oh, yeah.
You know, feeling like you'refaking it even when if you're
not succeeding.
SPEAKER_01 (06:35):
Yes, absolutely.
And you don't realize the other,you don't realize how low, how
far in the reserves you areuntil you take time to sometimes
step back and recharge.
I love that you hit on that.
And I'm all of us as brothersare really positive people and
we help bring each other up.
But yesterday I just got backfrom being out of the office and
(06:58):
had been gone to a dealermeeting and then took time and
went uh to fish a fishingtournament with my buddy and got
back.
Sure.
It was like I was headed back toschool for the first day.
I was jacked.
I came in and was already acouple of coffee deep before I
even started going through themeeting.
The guys were like, whoa, slowdown, Taylor is jacked up.
(07:19):
And I was rocking through there.
And then I got going halfwaythrough the day, I'm like, am I
really that different than whatI normally am?
You don't realize it unlesssometimes you step back and
really see, hey, I need to beable to adjust here so that my
team can grow and see that.
I think that that's important.
SPEAKER_03 (07:38):
And so there's there's a couple takeaways so
far, and this is gonna be agreat episode.
But the the first is Taylor justhit on that if you don't take
time to take care of yourself,there's no way you can give a
high level of your team.
And and I am a we all are, but Iam a very determined, very
competitive person.
(07:58):
Okay.
And I mean, I can I can work alot of hours.
I I have tons of endurance.
I just I'm built with thatengine.
But just because I can go forhours upon hours and days upon
days, and I've gone yearswithout a day off before, did
not mean I was bringing thebest.
In my mind, it had convinced methat if I'll just keep working
(08:21):
harder and I'll keep grindingand I keep the plow on the
ground, that success will comeon the other side.
And and it did.
But if I would have taken thetime to refuel myself, refill
myself, gone fishing, likeTaylor talked about, okay, to
come back as a better version,what would that have done for
the rest of my team?
SPEAKER_01 (08:42):
Yeah, and that's hard to do sometimes.
You as a leader, you as the guythat's that's dragging the
group, that's helping them fixproblems.
And a lot of times you will findthat whenever, and we talked
about this yesterday.
I was checking up on the team,obviously, whenever I was out,
but whenever you work so hardfor a team and you pour so much
(09:04):
into them, sometimes you got tounplug.
And guess what's gonna happenwhenever you unplug?
Your team wants to do good foryou.
And they want to show and say,hey, we we want him to have time
off, but we want to show himthat we can do this.
Absolutely.
And we had a banner weekend.
Yeah, a banner weekend that washuge.
But sometimes your team can'tever step up to that next level
(09:26):
if you don't take the minute torecharge for yourself.
SPEAKER_03 (09:29):
So that's the side of here's what you should do to
refuel yourself.
And you guys have heard me talkabout the pitcher of water
before.
You got a full pitcher of water,and you got five glasses you're
pouring it into.
Pour one, pour two, pour three,pour four, pour five.
The pitcher's then emptied.
Okay.
So then those five cups, theyrepresent five managers you're
(09:51):
over.
And they start pouring theircups individually out to the
rest of their team.
When they're empty, they comeback to you to refill the glass
so it can keep flowing down.
Well, if your pitcher's empty,okay, and you're like you're
shaking every little bit out ofit, and you never take the time
to refill your pitcher, you'vegot nothing else to pour into.
(10:12):
Okay.
And sometimes, now let's behonest, okay?
You're like, okay, Matt, thatsounds great too.
I'm glad you're glad you wentfishing, you know, blah, blah,
blah, blah, blah.
That ought to be nice.
Yeah, yeah.
Whatever.
We've heard it all.
Okay.
Yeah.
So what about if you're juststarting a business up or you
don't have enough employeesunder you yet?
You want to get to that, youwant to be able to play, go play
(10:33):
golf, or take your family toBranson or whatever.
There's still this storm thatwe've all gone through of
showing up even when we didn'twant to show up, pushing forward
as a leader even when we didn'twant to.
And you just got to do it.
You have to.
You got to do it.
And I can tell you this, and I'mgoing to relate this a little
(10:55):
bit to endurance.
And for y'all that are sick andtired of hearing about like our
running events, so what?
Listen.
Um, and and here's why in theultra world, when you're out
there talking to people, they'rethe majority of them are
entrepreneurs.
And the reason they are, I'm nottalking about a mile race or a
5K.
I'm talking 50 miles, 100 miles.
(11:15):
And the reason why is they'reproblem solvers and they have
the ability to push forward evenwhen they don't want to.
And here's what happens, andthis is what teaches you in
endurance sports, is that you'llbe going through a bad phase.
Let's say at mile 42, your kneehurts, okay, and you still got
60 left, and you keep pushingthrough, and all of a sudden in
(11:35):
10 miles later, everything'sgreat and you're back on a high.
And that's how I relate that tobusiness.
When you get out of bed in themorning, you're like, son of a
gun, my day's loaded up, and youwalk in the door and somebody
hits you with something stupidthat's not really that
important, okay?
And you're like, can thesepeople just not figure this out?
But if you'll keep pushingforward and you'll keep showing
(11:56):
up, then all of a sudden it hits10 30 or 11 o'clock, and then
boom, it's smooth selling.
Yes.
Or maybe the day started offgreat, and then at 11 o'clock, a
storm of customers coming inthat they didn't get their extra
key from five years ago.
You know what I mean?
Oh, yeah.
And you're like, get me throughthis, and at two o'clock, boom,
all of a sudden you got fivepeople in finance.
SPEAKER_01 (12:16):
Yep.
And you're rolling through it,and it happens.
Don't let yourself be tripped upbecause it's not if it's when,
and it definitely will happen.
I'd walked in the other day.
I love stories because storiesstart, they sell more of what
you're trying to go over andsell the truth of it.
But I'd been gone to themeeting, got back, it was 6 30.
(12:38):
I drove all the way from Tulsa,came back over here.
There happened to be asalesperson sitting on the side.
I walked in and he's like,Taylor, I've been waiting for
you all day long.
And I'm like, Are you?
I started to say, it started togo through my hand.
I was like, okay, buddy, whatare you waiting on?
He's like, I want to see if thisvehicle went when it's coming
in.
I said, Great, did you meet withyour managers?
(12:59):
And he said, Yeah, I just didn'tthink they could look at.
I said, Hold on.
So he walked in and I said, Hey,have you talked here?
You'll get something so sillylike that.
The keys of people coming in.
Don't let that trip you up.
Don't let that trip you upbecause where I looked at it as
was like, hey, I'm blessed to beable to be in this position.
Walk them back over, reintroducethem to the process.
(13:21):
If it's not a reoccurring issue,help the person out.
Be glad that you're in thesituation that you are, because
I signed up for this.
I want to do it.
I want it to be successful.
And that's what continues todrive you whenever you wake up
in the morning, your phone'salready ringing off the hook.
And it's very easy for someonethat's not in our shoes to say,
(13:43):
hey, just take a day off, or youdon't have to go in today.
You don't have to do that.
You're like, nope, this is whatI signed up for.
SPEAKER_03 (13:50):
I think uh a couple things I want to hit on there is
uh remind me about the day offin a minute.
But first, I need to go back to,you know, Taylor talked about,
you know, the person that waswaiting for him to answer that
question.
As a leader, you have aresponsibility.
And it's no different than ifyour kids ask you to do
something or they ask you aquestion or they wanted to show
(14:11):
you, you know, I'll get homesometimes and I'm just whipped.
I I've laid it all out there.
And I walk in and my kids arereally excited to show me either
what they've built, what theydid at school today, how they
didn't practice, whatever it maybe.
And uh, I'm blessed to havethree kids.
So by the time I get through allthree of them, and that's a lot
(14:32):
when I'm already drained, but Istill show up and I put my game
face on because that's importantto me.
No matter how tired I am, nomatter how much I've laid out
there today, my kids want toshow me something, and that's
important to me, and that's aresponsibility as a dad.
In work, as a leader, you're incharge of the success of your
(14:55):
team.
So never be too tired to listento them where they want to tell
you about their success or theyhave a question for you.
Your responsibility, just liketo your kids, and I know I'm
crossing over a little bitthere, but just like to your
kids, your responsibility is tohelp them to be successful.
If your team underneath you isnot successful, here's a news
(15:16):
flash for you.
You're not successful.
You're just not.
And if you're like, oh no, Matt,I was the best in my position
before, great.
That was before.
You've now been elevated to helpfive, six, seven, ten, fifteen,
twenty people be successful,just like you were when you were
just one.
And in order to do that, nobodycares how much they that you
(15:39):
know until they know how muchyou care about them.
You've got to take the time todo that.
Oh, yeah.
And that means that's what thisepisode's about.
That means even when you'retired and you got nothing else
to give, you gotta show up andyou gotta care and you gotta be
ready to rock and roll.
Now let's go to the other sideof the day off.
That's why if you interview withus or you're see, especially in
(15:59):
the car business, y'all thataren't in the car business, this
might not relate as much becausewe're in the retail business.
Is we we can't force, but wehighly encourage people to take
their day off.
Um, we're not working Sundays.
Everybody gets at least oneSaturday off.
Why?
Because at a surface level, thatlooks like a bad business
(16:20):
decision.
You need to be here, you need tofor retail customers, you got to
grind it out, you got to put inthe time.
While that's necessary, what'salso necessary is you're the
best version of yourself.
And the only way that you can dothat is when you step away, not
for a week at a time, but youstep away and you get refueled.
You connect with your family oryour hobbies or whatever else
that may be.
(16:40):
So as a leader, don't get caughtin that trap letting somebody
burn the candle at both ends,because that's what'll happen.
Then you'll look up and they'llmove to a different job.
SPEAKER_01 (16:49):
That that's really big, and that's so important to
know and be able to do that.
That no, you're you're nevergonna feel like it sometimes,
but it's so important.
And this goes back to ourfavorite quote from Zig Ziggler,
you helping others.
Enough other people achievetheir goals, your goals were far
surpass of what you wanted it tobe.
That's so good.
SPEAKER_03 (17:09):
All right, let's flip to another side of it.
Yep.
All right, what about pressuresto always have the answers
versus admitting that, hey, I Idon't have the answer here?
SPEAKER_01 (17:18):
Hmm, that's deadly because sometimes you get going
really quick and you as theleader wanna be, yeah, I know
that they're coming to me.
Yep.
And you don't want to push themoff.
But more times than not, if youwill slow down, we say this slow
down to speed up, I say, heyMatt, give me just a minute and
let me really think about that.
(17:40):
You bet.
And I'll get back with you.
Now, and this is something thatyou're gonna know a lot of the
answers, but where this istalking about pressure to have
the answers versus meeting youdon't, it's okay.
And it probably speaks morevolume in your team's eyes.
If I admit and say, hey, Matt,give me just a minute and let me
really dive into that.
Sure.
And we'll meet back.
SPEAKER_03 (18:01):
That's so good.
And I hope everybody's graspingthat.
And I'm telling you, I didn'tfor years and years.
When I was first growing up inmy career, I I had it in my
mind, and that's what happenswhen you're in your low 20s,
too, but you know, not havingwisdom, and you just, you know,
you're just full of it.
I've I really thought to be thebest leader, I had to fully
(18:21):
understand and be the best inevery position.
You know, and that's fromservice advisor to parts person
to counter, uh, to accounting tobody shop to technician.
And that's just simply not thetruth.
Now I need to know about each ofthose areas.
And I know enough questions toask, have a conversation with a
(18:42):
technician about what's going onin the internal part of the
engine, or somebody can't bluffme.
I know enough about digitalmarketing to ask the right
questions.
But can I write code?
No, I can't.
Do I place all the ads onGoogle?
No, I don't.
But I know enough to be able tomanage that.
And I'll tell you a greatexample.
And I was studying this guy,just happened to be this past
(19:03):
week, and um, and and it was aguy that took over Ford back in
05, back in 05 when when Fordwasn't doing as well.
SPEAKER_00 (19:12):
Yeah.
SPEAKER_03 (19:13):
Not at all.
And and he comes in and he comesin from an a completely
different realm of work.
He comes in from Boeing, anaircraft company.
Oh, yeah.
He wasn't even a car enthusiast.
And he comes back in, and withhis leadership, he doesn't know
the answers to producingvehicles.
(19:35):
He doesn't understand, you know,like the assembly line in the
car and how the dealer networkworks and all the rest of that.
But what he understands isleadership.
And he understands when hedoesn't know the answer, that he
puts a team around him that doesknow the answer.
And and Malawi is thisgentleman's name.
And he turns the companycompletely around, being that a
(19:57):
lot of people would say he's nota car guy, he doesn't understand
the automotive business, andhe's never had a dealer network
to work with.
And he comes in and completelyturns it around.
And when you study CEOs outthere that go from this type of
work to that type of work,you're like, how did they do
that?
They couldn't have known everyknown everything that went on in
that industry.
(20:18):
They didn't, they didn't havethose answers.
But what they had was a reallysolid set of leadership skills,
and they would admit, hey, Idon't have the answer to that,
but let me research it and I'llget it back to you.
Then he had the right peoplearound him.
SPEAKER_01 (20:32):
That's so solid for to be able to know, and I love
the story of him.
There was some people, critics,and there'll be critics in
everything that you do.
Know this, even at that level,critics that were hammering him
was saying, Oh, he doesn't knowabout the automotive industry.
He hasn't been in it before, hedoesn't know about um
reliability.
And he said, Hey, the thingsthat I was working on, one of
(20:55):
his quotes went over and said, Ican't pull over on the side of
the road.
Boeing aircraft, they wereflying through the air.
So he kind of threw it back athim there.
And I love that surround a teamaround yourself.
And it's okay to say, hey, Idon't, I don't, I'm not saying I
don't know and I'm not gonnafigure out.
Give me just a minute, let meaddress that, and we'll dive
(21:17):
into it deeper.
So that's right.
That's right.
Always do that because theother, if you ever say something
wrong there and you keep leadinginto it, and then your team
figures out, hey, they don'tknow, and they're just filling
me full of hot air, you lose awhole lot of value that's hard
to get back.
SPEAKER_03 (21:33):
Yeah, that's true.
Very true, very true.
SPEAKER_01 (21:35):
That's good stuff, good stuff.
That is, that is.
Hey, uh, a little would yourather hear drive the same car
forever or switch every sixmonths?
SPEAKER_03 (21:46):
Okay, I think this is a this is a misconception out
there, and this is one of thosethings that it wears out pretty
quick.
And I'll tell you, because II've been driving the same truck
almost now for two years.
Yeah.
Okay, which I know some of youare like, yeah, I've had my car
for five years.
Well, in in our realm, it thatjust doesn't go that way.
And it's not because we want toswitch trucks every three to six
(22:08):
months, it's what's best for themarket.
We study the depreciation.
When we get in vehicles, it'shey, what's a vehicle we would
like to drive, but we have ahigh availability.
So we're not removing it, youknow, from a one-off like a
Raptor or a TRX or somethinglike that.
Um, but then it's gonna lose theleast amount of money.
(22:29):
So that usually ends in thethree to six months.
Yep.
Now, what happens there is thatsounds really fun until you put
all your stuff in a vehicle.
Okay.
And and and then it's gotta beready to sell at any point in
time.
And then you got three kids, andespecially when you had all the
car seats in there.
Yes.
You know, so ah, I don't know.
SPEAKER_01 (22:51):
You answer from there.
Of course, it's fun to switchvehicles around and always have
something that it's fun and newto bring value to the market.
You'll never find us withsomething that's just the
absolute most crazy, but bringsgood value.
But probably the hardest partabout it, and then Shelby will
always give a hard time.
He's got a box, and yeah, he'sdied laughing before because
(23:13):
he'll come out where his truckwas, and there'll be just a box
sitting in the parking spot thathas all this stuff in it.
So you got to be willing to beable to get out of it.
SPEAKER_03 (23:20):
And I'll tell you, you're like, well, Matt, why
have you been in years for twoyears?
Well, when we were in the middleof construction, I had so much
construction stuff in the backof my truck.
Contractor, it was the site wasmuddy, everything else.
So I had a pair of boots inthere, all weather mats, you
know, tape, flags, paint, allthis stuff that they needed.
And I was driving on the siteand I was like, I'm gonna go to
(23:43):
auction, buy a really lowmileage used vehicle that I can
drive for a couple years.
Yep.
So somebody's not trying to showmy vehicle with red clay in it.
That was so you got to read thesituation.
SPEAKER_01 (23:53):
Absolutely, and be able to go from there.
All right, diving into whenyou're burned out but still
responsible.
We kind of talked about this alittle bit in the previous
segment.
Um, showing up when the energy'sgone, why leaders burn out
faster than teams.
We kind of talked about that,but dive, dive into that, why
that happens.
I think it's because we talkedabout obviously not giving
(24:15):
yourself the time to rechargeand you continue to go.
You do.
SPEAKER_03 (24:19):
So first you got to show up, you know, and there's a
little bit of you gotta put thegame face on, but you got to be
careful, like, don't go out ofcontrol.
Because if you're just out ofcontrol, people can see that
you're faking it.
Yeah.
And I've had plenty of peoplecome up to me and be like, man,
Matt, how'd you have that highlevel of energy?
(24:41):
And I've learned over my yearsto control my energy and during
the meeting, let it rip when Ineed to, but then pull back when
we have certain points to hiton.
And that comes from cadence andlevel of energy.
But I know when I'm gettingready to walk into that meeting,
no different than walking onstage, is they all came to have
(25:01):
a positive meeting and to leavethere more energized than when
they got there.
So that's my responsibility, nomatter what.
And there's times I got to digreally deep to bring that level
of expectation.
Yep.
Um, but you know, then there'sthere's other times that I'm
going through the day, and maybeyou got to organize your day
that way because you know thatyou're low on energy, or you
(25:24):
know that you're, man, you'rejust wore out, and just give me
some monotonous stuff to work onfor a little bit.
SPEAKER_00 (25:29):
Yep.
SPEAKER_03 (25:30):
And you and you schedule that.
But you could take your piecesyou need to do throughout the
day and organize those basedupon your current energy level,
uh, mental capacity, whateverelse it may be.
Adjust some things if you needto.
Don't just leave and throw yourhands up.
There's plenty of things atpricing on vehicles that doesn't
(25:53):
take a whole lot of energy.
You know, looking throughinventories and accounts, it
takes mental energy, but notnecessarily this high-end, hyper
energy level-wise.
So just flip-flop some of thatstuff.
You can still be highlyproductive.
You know, I've told some guysthat have come in before that,
you know, maybe they weren'tfeeling well, or maybe their
kids had, you know, somethingthey were exposed to, and
(26:16):
they're like, man, I don't wantto get anybody else sick.
I'm like, okay, well, let's dothis with your day.
What we're gonna do is you grabyour laptop, go to one of the
offices, shut the door, andhere's what you're working on.
You're cleaning up inventory,you're working through heat
sheets, you're looking for anyaccounts we hadn't been paid on.
You can still be highlyproductive, just readjust your
day.
SPEAKER_01 (26:35):
Absolutely.
That that's so important to knowthere.
And I love that you find thatsolution within your daily task,
and it still makes you have avery successful day, but you
just made that small pivot tomake a big difference.
Instead of you've either havinglike a light switch on or off,
like I'm either here or I'm not.
Yeah.
(26:55):
Just adjust.
Just adjust.
SPEAKER_03 (26:56):
You know, we see quarter, uh, it's easy to talk
about football because we're inthe middle of football season.
How many quarterbacks get up tothe line and adjust based upon
the defense?
SPEAKER_02 (27:05):
Uh-huh.
SPEAKER_03 (27:05):
Or or what happens if their star running back gets
hurt?
SPEAKER_02 (27:08):
Oh, yeah.
SPEAKER_03 (27:09):
They don't give up on the game.
They go, okay, we got to adjustour game plan a little bit.
The backup running backs cancome in here.
We'll give him some shots.
But if our, you know, if ouroffense was centered mainly
around the running back, now wegot to integrate in some
passing.
SPEAKER_02 (27:23):
Yep.
SPEAKER_03 (27:23):
And you just got to adjust.
Just adjust and play to yourstrengths.
And those are different each daysometimes.
SPEAKER_01 (27:31):
Yeah, absolutely.
That's good.
The the pressure always to bethe strong one, I think that
just naturally comes from beingthe leader, being the guy that's
obviously in charge of the groupand and um really that's taking
the role of leading the team.
I agree.
SPEAKER_03 (27:49):
I do not think being the strong one correlates at all
to being the one that's in thespotlight.
No.
But you can be the strong onewhile giving others the
spotlight.
Yeah.
And and and I I I like doingthat for so many reasons.
But one, it encourages thatperson.
Uh number two, it puts the lighton really the one that put the
(28:12):
work in there.
You know, even if you helped andyou supported them.
Uh, and then two, it can takethe light off of you to open up
your capacity to work on otherthings.
So I, you know, I lovecomplimenting somebody else, or
if somebody starts to give me acompliment and it was really the
guy next to me, I'm divertingthat really quick, really quick
there.
And and that allows them to takethat over.
(28:34):
I can still be strong behind,you know, behind the scenes.
SPEAKER_01 (28:39):
And we've seen that a lot whenever we have managers
that are moving up the ranks,that a lot of times the ones
naturally, you would see onethat's more vocal, more in the
spotlight, isn't alwaysnecessarily the one that you're
gonna give more reins to.
It's the guy that's that'sworking and going through the
process there that really makesthe difference that you dive
(29:02):
into.
So that that's important to knowthere.
This one I love jumping into.
How do you recharge withoutdropping the ball?
So it's time to leave.
You're gonna take a break.
Okay, a couple days, turn thephone off as much as you can.
You still don't turn the phoneoff if you're in charge of it,
you're just not sitting in themiddle of it.
But how do you do that withoutcompletely just turning the
(29:24):
switch off and saying, wow.
SPEAKER_03 (29:27):
That that that you know, that's that's a tough one.
And I think the easiest thing todo there is you go into that as
well organized as possible andyou come out of it.
And what I mean by that is if Iknow that I've got X, Y, and Z
scheduled, you know, to be ableto take a break or to go do this
or that, I'm gonna get as muchdone as I can, okay, that is of
(29:50):
high relevancy, meaning thatothers are waiting on my
response or direction there.
Okay.
That's going into it.
All right, coming out of it.
So if I'm coming back.
The next day, even if it's froma meeting, I know that I'm going
to have an influx of questions,either concerns, reports,
whatever it may be.
I'm gathering all that before Istart taking action on anything.
(30:13):
I'm first reviewing my list.
And I've got a rolling list inmy phone.
I'm like to-dos.
Nope.
I I'm I'm looking at my list ofstuff that I wasn't able to get
to.
Because if you really got a bigenough list, then you're not
going to be able to get to itall.
So I'm looking at what was leftundone.
Okay, let me start there.
Let me gather uh kind of a stateof the union from everybody,
(30:33):
figure out what needs to beaddressed first, and then I'm
coming out of it productivebecause I know what's most
important.
Yeah.
Absolutely.
You know, for sure.
Yeah, that's it.
That's a good one.
I'm just uh And then, you know,making sure that you don't drop
the ball.
And we all get at avulnerability stage of man, I
(30:55):
just don't need to be the onerunning the ball.
And that's tough as a leader,but you can ask and just divert
and have somebody else take therole on that.
Yeah.
You know, and just say, Hey, canyou help me with this?
And if you know, like even so,so quit looking at yourself like
on your best day, your talentlevel versus anybody else,
(31:19):
because that's where we getcaught in and look at, am I at
my best today, or am I at 50%?
And that other guy that's 80% ofme, he's actually above me
today.
Let me give him the ball.
SPEAKER_01 (31:32):
Yeah.
Step back.
This is where I talked to earlyon, and you love to see it.
It's it's no no different thanif it's your employees or if
it's um going through and it'syour kids at home.
Nothing makes you more proudthan whenever you've poured into
them and feel like you continueto pour and pour and pour into
them.
And then you see that, you stepback and you're like, hey, I
(31:54):
need help.
Guess what?
Whenever you ask for help, theywill far exceed anything you
could have done that daywhenever you were drained so
far, but then blow past andreally show you, hey, they've
really stepped up and they'regonna help us there.
So know that.
You know what though?
As men, how often do we ask forhelp?
Never.
(32:14):
Never.
As brothers, I laugh, and it'snormally it's never, and we need
normally need help at thispoint.
Yes.
When it's been that we've had a50-foot camper buried into
something that was upside down.
It's it wasn't like 911, I needhelp, which it should have been.
But you know, it was like, hey,if you're not doing anything, it
(32:37):
doesn't matter if I am doingsomething, call me and ask me to
come help.
I mean, we and we're all hungryabout doing it, but in the text,
Norman will go, hey, you doinganything?
Like, what do you mean if I doanything?
If you need help, just ask.
I'm happy to help.
I've built the whole gazebo withShelby before because he's
(32:57):
taking me like you doinganything?
Now let me come over.
Hey, you help me move thispiece.
And then we built, I look fourhours later, and we built the
whole gazebo.
SPEAKER_03 (33:06):
I think that, but like, and and I'm not the best
at it.
Like, let's just be honest.
But there are times that then Iask for help and I look back and
I'm like, dang, that was easy,and they wanted me.
You know, here's the crazy thingI can't get through my mind.
And I can recite it and I couldgive a seminar on it, but it's
tough for me to do it.
Of people want to help you.
(33:27):
Like they want you to ask, andyour team wants you to ask.
They do, they want to make youproud.
SPEAKER_01 (33:32):
Yes.
SPEAKER_03 (33:33):
But son of a gun, it's hard to ask.
SPEAKER_01 (33:35):
Yes, absolutely.
You're exactly right there.
That's good stuff, though.
Yeah.
Good stuff.
SPEAKER_03 (33:41):
You know, I think as we as we wrap up there, it's
just it's really important justto know that there's gonna be
days that you don't feel thebest.
There's gonna be days that youdon't want to show up that you
gotta show up.
And it's important to remember,and we'll finish this podcast
this way, that consistency beatsout perfection every once in a
(34:05):
while.
Okay.
Now it always, I said thatwrong.
Yeah, but but consistency alwayswins.
When too many others look forperfection, but perfection only
comes every now and then.
And we we talked about that inthe beginning of the podcast of
how many like great days on itdo you have?
And if you're always waiting forthose days, you'll never beat
(34:29):
the person that was consistentevery single day.
We just got back from a meetingyou were talking about, and and
I had one of the guys, and he'sa general manager of a
dealership.
He said, How often do you havesales meetings with your team?
And I said, Every day.
He said, Really?
And I said, How yeah, how oftendo you have it?
(34:49):
And he goes, usually probablyabout once a week.
I said, Well, is it structuredwhen when you're gonna have it?
Like, is it set time?
He's like, No, it kind of movesfrom week to week.
And I said, Well, how many daysdo you want to sell cars?
How many days do you want yourteam to be productive?
And he was like, Every day?
And I was like, Okay, that's whywe have a meeting with them
(35:11):
every day.
And and they're not always anhour long.
You know, we have our trainingmeetings that are longer,
they're always scheduled.
But like Tuesday, Wednesday, andThursday, those meetings might
be a five to 10 minute meeting.
Yep.
It's hey, here's what happenedyesterday, here's our fresh
trades, here's our managerspecial for the day, here's the
appointments we need to getready for.
As a reminder to everybody, weneed 50 activities, and you can
(35:33):
get those through emails, phonecalls, or text.
And let me know how I can helpyou.
You know, but it but if youexpect productivity from your
team every single day, you needto be consistent.
That's my point in this.
No different than the leadershowing up, is you got to show
up on all of those days.
All of those days.
SPEAKER_01 (35:50):
That's so important.
I and on the in the doc thismorning, I was talking to, if
you're not having dailymeetings, you can't make these
small micro adjustments thatlead up to a big change.
This week is uh that we're goingover uh is Thanksgiving.
And so with that adjustment, alot of people travel.
Yep.
And I had somebody come inyesterday and know this in the
(36:11):
retail business when somebodycomes in frantic because
something happened, know itwasn't your fault, but they're
looking for a solution.
So it was a great time to beable to share with my team.
Hey, if I have to send somebodyto drive to go pick up a part
four hours away, we're doing it.
That's right.
If this person we have to fixtheir car, if this person we
have to go drive over here tolook at their car to look at it
(36:32):
and help them get into a newvehicle, they don't want an
objection that makes it moredifficult.
Well, without having those micromeetings that are very quick and
we're changing, you'd completelymiss that.
We show back up Friday, you'reafter Thanksgiving, no one's
even here, and you wouldcompletely miss that.
So important to have that.
(36:54):
So important to have that.
Um, finish it off there.
We'll hit you with this, andthen we will uh finish off six
episode 65 for today.
But one thing that I'm stillfiguring out.
So, what's one thing that you'restill figuring out through your
career here that really sticksout to you?
Doing a better job, allowingothers to do tasks for me.
SPEAKER_03 (37:20):
So let's call that empowering others and learning
how to lead at even a higherlevel.
And we're going through thatright now about putting in
another layer of management sothat we can take everything
we've developed and continue toexpand upon it.
Yeah.
But, you know, we all come fromboots on the ground, you know,
(37:45):
ear to the ground, involved init.
And I don't want to lose that,but some of that you have to be
able to give up to open upcapacity in other areas.
SPEAKER_01 (37:55):
You do.
I'm gonna piggyback off of that.
That's so big.
And obviously, as brothers andpartners of going through it,
that that is the exact samething.
You you bring these things on,things we've always wanted,
we've inspired to have in thisbusiness, and you bring it on,
and you're so proud of it.
No different than uh one of yourkids, one of your your you share
(38:16):
the same thing with coworkers,but I brought in a new system, I
brought in a new process, and itbrings so much value that you
lose sight sometimes of it's andwe'll make it as easy as locking
this door.
I always have to be the one thatlocks this door.
Yep.
And that's so simple, but thatrelates to everyone that's
listening to this.
(38:37):
Empower other people around you.
Still have the checks andbalances, still hold them
accountable, empower otherpeople so they can do that.
Yep.
And you can bring next levelvalue to your team.
SPEAKER_03 (38:49):
Man, that's so good.
Hey, thanks for joining us todayfor this episode.
We appreciate you guys and thequestions you've sent in that
helps us bring relevantinformation out there.
So keep doing that.
And it'd mean the world to us ifyou'd subscribe and hey, leave
us a review too, so others outthere can hear some leadership
advice.
There's been plenty of peoplethat have poured into us to get
us to this stage.
(39:09):
We want to be able toreciprocate and do the same
thing, and this is a way we getto do that.
So you guys have great holidays,and uh make sure to share this
episode.
Check us out at LewisSuperstore.com or Crossroad
Conversation Podcast.com.
Hey, thanks for joining ustoday, 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.
(39:31):
We want to know what you'd liketo hear, who you'd like to hear
from, and what you want to see,or maybe even some questions for
us to answer about either theautomotive industry or just
business in general.
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