Ep. 66 - The Trust Equation: How Leaders Build, Break & Rebuild Credibility - Crossroad Conversations with the Lewis Brothers

Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (00:00):
Prove to me that I can trust you.
And once you build that trust,then you've heard the saying
they would run through a wallfor me.
Well, they didn't run for theyweren't willing to run through a
wall for you, day one of youbeing in that position.

SPEAKER_02 (00:12):
And it's not because of your title, and it's not
because you say because I sayso.
It's because what you've shownthem and what you've earned.

SPEAKER_00 (00:23):
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 hosts, 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.

(00:44):
And maybe even throw in a plugfor you to do business with us.

SPEAKER_02 (00:48):
Welcome back to episode 66, Crossroad
Conversations with the LewisBrothers.
We're your hosts, Shelby, Matt,and Taylor, bringing you
interesting, relevant, orwhatever topics.
And today we're talking thetrust equation.
Not specifically an equation,but the parts and pieces to it.
How leaders build, break, andrebuild credibility.

(01:11):
That's your equation.
That's the equation right there.
So not an numerical, but actual,factual.
Trust is the foundation ofleadership and business success.
Why trust matters now more thanit ever has when people think
maybe the handshake has goneaway.
There is a nonverbal handshakethat happens and how easily
trust can be built anddestroyed.
So we'll fully break that downand get into what we see, what

(01:33):
works, and what things we haveto work on.

SPEAKER_00 (01:35):
Hey, but before we dive into that episode, I do
want to remind you about lastweek, episode 65.
We discuss leading on empty.
And if you're a business leaderout there, we've all been there.
We've been just at the end ofthe gas tank or nothing left in
the gas tank, but we still gotto show up and lead.
So we break that down.
If you miss that episode, it's afantastic episode.

(01:56):
It really talks about even whenyou don't think they can, your
employees can read you and theycan see when you're at your best
or not at your best.
And really what yourresponsibility is as a leader on
bringing your best for your teamand how that trickles down to
the rest of the team.
So make sure to go back, checkout that episode and many more.

SPEAKER_01 (02:14):
And always check us out on Lewis Superstore.com for
all the automotive specials wegot going on and Crossroads
Conversation Podcast.com for allthe content that we go over up
to 66 episodes now.
So at least 66 hours worth ofcontent.
That can get you across the U.S.
on a road trip.
That's pretty solid.
So make sure you go back andcheck that out.

(02:36):
Hey, what's in the garage today?
I love this because it makes themost sense.
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effectiveness.
So your payload, you're towingup to 4,000 pounds.

(02:56):
You're able to haul up to 2,000pounds.
You're up to 45 miles a gallon.
You're starting in the low tomid-20s for a truck, SUV, best
of both worlds.

SPEAKER_02 (03:10):
It's truck stuff, a little bit of car stuff, a
little bit of family stuff.
It's all of it.
At a low entry price, a low costof ownership, wrapped with a
10-year 120.
And we got a little bit of everyshape and flavor from the entry
level all the way to thetrimmer.

SPEAKER_01 (03:24):
Oh, yeah.
Off-road packages.
Yep.
All the options there areavailable on the ground,
starting only 24,000 and somechains.
9999 new vehicle.

SPEAKER_02 (03:35):
All right, Saud, let's dive into this thing here.
Talking building trust.
Showing up when you say youwill.

SPEAKER_00 (03:42):
Why is that important?
That's so important.
And here's why.
Here's why that's important.
Because the word trust, I firstkind of give a little bit of
definition here.
Break it down for you.
Trust is earned.
It's not given.
We've all kind of heard thatquote.
But what does that really mean?
It's not automatic.
Just because you got manager ordoctor or whatever else you want

(04:04):
to put after your name doesn'tmean that all of a sudden
everybody trusts you.
It's built over time throughconsistent, reliable actions,
proving your character,fulfilling commitments, and
demonstrating honesty, makingyou worthy of another's
confidence, not just freelyhanded out.

SPEAKER_02 (04:24):
So what I hear from that when you say that, that
it's earned, it's not given,it's not necessary title.
And we were just talking aboutthis yesterday, and we were
talking about employees andthings going on.
And it is so is so, so, sosimple, but yet 99% of people
miss it.
Very rarely will you have tohear from a good leader who has

(04:49):
built trust to say, I am yourmanager, or this is my name, or
this is my title.
Now listen to me.

SPEAKER_00 (04:57):
So that's so true.
And there's a false piece therebecause some people that get in
a manager role that maybe didn'thave the best mentors, okay,
that taught people to manage byfear.
They'll they'll stand up orthey'll talk to their team and
they'll put all theseexpectations out there, they'll
attach them with fear.

(05:18):
And in the short term, that willwork.
So then all of a sudden theythink, man, what I did right
there worked.
Let me continue to do that.
But they're not building trust.
That's fear.
And fear is a short-term gamethat will equal a high turnover
with your employees.
So what you've got to do is shelbe what you were breaking down
there, and you first talkedabout it, you got to show up

(05:38):
when you say you'll show up.
And building trust is one blockat a time.
We can't just all of a suddenput a whole wall up.
You've got to prove.
You know, prove to me, that'swhat your employees are saying.
Prove to me that I can trustyou.
And once you build that trust,then you've heard the saying
they would run through a wallfor me.
Well, they didn't run for, theyweren't willing to run through a

(06:00):
wall for you, day one of youbeing in that position.

SPEAKER_02 (06:03):
And it's not because of your title, and it's not
because you say, because I sayso.
It's because what you've shownthem and what you've earned.

SPEAKER_00 (06:10):
I'll throw another one there, too, since it's us
brothers sitting in here.
It's not because your lastname's on the building either.

SPEAKER_02 (06:18):
And and some would call that a super advantage.
On our side, because it is us,I'd call it a super
disadvantage, right?
You have to work super hard ofthe other way to build that
trust.
Yeah.
Because it's not just because ofwho I am or what position you're

(06:38):
in, right?
We have, it was over like 150employees that have been here
less than two years.
They don't know our story unlessthey've listened to all 66
episodes.
Sure.
They don't know the pieces andparts and the time and the
things that we've been through,which is a-okay, right?
But we want to show each newemployee this is why, this is
how, and it's never because Isay so.

SPEAKER_00 (07:00):
And and I think, you know, what you hit on was so
important there.
Now, the last name did give usthe opportunity.
Right.
Uh I absolutely blessed with theopportunity, but it gave us the
opportunity to work and to provethat we were the right fit for
the position, to prove that ourteam would trust us to move them

(07:23):
forward to hit their goals toprovide for their family.
Yeah, we love talking about,hey, we had a banner month and
we were number one or numberthree or number two in the
state, or the highest growth, orthe most ROs, or this or that.
And all those are greataccolades, but really at the end
of the day, the employee was,did they hit their goal so they
could go home and share withtheir family?
Yes, we are going to be able togo to Disney World.

(07:45):
Yes, we are going to be able topay off those credit cards.
Yes, we are going to be able tomove out of this apartment into
a duplex or buy our first home.

SPEAKER_02 (07:51):
Yep.

SPEAKER_00 (07:52):
That's what it really is.
And they want to trust somebodythat will help guide them to
that.
You know, one one of the uh oneof the telltales of trust is
when an employee comes to youasking you advice for something
that's really important thatthey couldn't just get from
anybody, especially likefinancial advice.
Yep.
You know, when they come in at,hey, what should I do here?

(08:14):
They wouldn't be asking you thatif they didn't trust in you.

SPEAKER_02 (08:18):
Generally so.
That's really big.
Doing what you promise even whenit's not convenient.
Taylor, what's your thought onthat?
Doing what you promised evenwhen it's not convenient.

SPEAKER_01 (08:32):
Oh, that that happens every time.
Every time, because it seemslike that pressure or that
circumstance only gets put ontoyou whenever everything else is
happening and going on.
Whether it's I've got sixmeetings lined up in a row, or I
look up in my busiest days, Ilook back and don't even more

(08:53):
times than not, whenever I goback and it's a busy day, and I
feel like I just got absolutelyrailroaded because I had to help
this guy go to thiscircumstance, deal with this
customer, lead the team and beable to help them in this
circumstance, jump back in andshow them how to do this when
they should have known how to doit on day one.
It's because it wasn't set up.

(09:16):
Like my day wasn't planned thatway to be able to go through
that.
So I see it more inconvenient ofthat it happens on days whenever
I'm not prepared for it, but I'monly prepared for it because I
have practice and know I can beable to go through that, of just
knowing I have to lead the team.
Because if not, they're going tobe out there sinking, throwing

(09:38):
their hands in the air saying,Hey, you were supposed to help
me.
And it's always a good feelingthat I love to feel at the end
of the day that you don'tintentionally say, hey, I want
any recognition for it oranything, but to know, yeah, I I
had all that thrown on myshoulders and I still went and
helped them because that that'smy job and that's what I do.

(09:59):
So you get a whole lot of uhgratification from that.

SPEAKER_00 (10:02):
I think what's important to remember on that
one when you ask the questionabout, you know, doing what you
promise even when it'sinconvenient.
I want you to think about thedifferent layers of employees
you have in your team and andtake a take a lower level that
may have asked you, hey, can Iget a minute to bounce an idea
off of you?
Or can I do this or that?
And you say, Yeah, sure.
Let me get with you next weekand do that.

(10:24):
Well, you in your mind, you knowthat maybe that's not the most
important decision that you needto make, or your calendar's full
of all these big meetings thataffect the entire team.
But to that employee, it's areally big deal.
And if you forget the next weekto take the time to fulfill your

(10:45):
promise, even though it'sinconvenient, that could be the
difference in somebody trustingyou and wanting to follow you on
your team.
So two things there.
Make sure you follow throughwith your promises, but then
also the the higher you get upand the more you have on your
plate, you you've got to be verycareful about but saying yes,
yes, yes, and having too manypromises.

(11:07):
That's super important.

SPEAKER_02 (11:08):
Right.
If you if your head gets bigbecause you have that title or
you are that leader and you justyes, yes, yes, then you will
overpromise and underdeliverbecause you will not have the
time or the capacity to do yourjob and also fulfill all those
promises.
So if you have promised them,guess what?
Buddy, you already signed up forit.

(11:29):
You better figure it out.
Then you better learn from thatand stop promising so much
stuff, son.
Like delegate some of that,like, hey, you know what?
I could help you with that.
Yeah.
But my service manager is goingto be way better at answering
that question for you.

SPEAKER_00 (11:43):
And I think, you know, a trap that early on in a
in a management career you fallinto, and I I did as well, it
feels good to be needed.
It feels good to pour into otherpeople and people to ask you
questions because there was atime in your career that nobody
ever asked you for advicebecause you hadn't proved
yourself yet.
So you like that and it feelsgood, but then you get at a

(12:03):
capacity point.
The other thing to remember is,and it's no different than if
any three of us are sitting at adesk somewhere and there's other
managers in the room.
If somebody comes in and theyhave a question, and we've
talked about this before,they'll come straight to us
because they know, hey, they'llhave the answer to it.
And why should I ask a managerbelow their level?
So you got to remember both ofthose.
But like you said, what we lovedoing is empowering the other

(12:27):
manager in front of them.

SPEAKER_02 (12:28):
Yeah, yeah.

SPEAKER_00 (12:29):
You know, say, hey, let me go ask Taylor, okay, and
let's get his opinion on thisbecause he's working on this
every single day and is reallycloser to it than I am.
Taylor, what are your thoughtson this?

SPEAKER_02 (12:40):
And that does two things.
If if you're not listening, notpaying attention, because we
we've worked through this.
So please, please, please don'twait and experience this
yourself.
Just do it, right?
So many times we deal with ourteam and we're like, why would
you do it like that?
Because I'm gonna one up if ifMatt is one of the sales

(13:00):
managers.
Someone comes in and asks mebecause they'd rather just ask
me.
Sure.
So I'm going to show the path ofthat I value Matt as a sales
manager.
I'm gonna say, actually, that'sa really good question.
And because I'm not in it everyday, Matt's gonna be better
capable of handling that.
And so what I just did was boostMatt's ego by saying he's better
at than I am in front ofeveryone, right?

(13:23):
And then that's also gonnareprogram him to say, don't come
to me, come to him.
He's the professional thathandles it.
So then I redirected and boostedhis ego, right?

SPEAKER_00 (13:34):
And I'll give you one advance part there.
Do exactly what Shelby said.
Once the conversation starts,stay present to make sure the
conversation starts, that theyget to talking about it.
But once it's flowing, removeyourself.
If you don't remove yourself,the employee's trying to figure
out do I look and listen to momor dad?

SPEAKER_02 (13:54):
Yeah.
You know?
It's a tag team wrestle match.
You gotta make sure that theyyou've still got them in a
headlock and you get them inthere.
Yep.
And then you hand it off and youget out of the ring.

SPEAKER_00 (14:04):
You do, you do.
So then they're empowered andand and they're rocking and
rolling.
That's that's super solid there.

SPEAKER_02 (14:10):
All right, think about this.
Being honest, even when theanswer isn't what people want.

SPEAKER_00 (14:15):
That's a hard one.
Because naturally everybody's apeople pleaser.

SPEAKER_02 (14:18):
Yep.

SPEAKER_00 (14:18):
You know, whether you say it or not, like let's
look at it.
Would you rather please peopleor would you rather have
confrontation?
Naturally, everybody wouldrather please people.
It's a path of least resistance.
Um but being honest, and thefarther I get in my career, the
I'm gonna say it the I'm notgonna say easy, but the the

(14:38):
better at this I've I've gottenbecause they need the honest
answer.
You know, that's gotta bedelivered correctly, um, but
they need the honest answer.

SPEAKER_01 (14:49):
Yeah.
That that's so important to beable to dive into.
And more times than not, if yousugarcoat it or try to be nice
to please them, it only prolongsa situation that probably needs
to be addressed and makes itworse down the road.

SPEAKER_00 (15:06):
I can tell you multiple times when I I knew
that I should just hit thisemployee with a sledgehammer
because they've been screwing upand not doing their job.
But I I but I know they're agood person and I want them on
my team.
Yeah.
And that's so I'll be a wholelot more lenient with them and
go, hey, they're gonna comearound.
They've got to see where they'rescrewing up, and when they're

(15:28):
not doing their deal, and amonth will go by, a quarter will
go by, a year will go by, andthen all of a sudden it gets at
an impasse.
And when I sit down and talk tothem, they're like, I had no
idea.
I had no idea.
I'm like, how did you have noidea?
You can remember, you you cannotsee the force when you're in the
trees.
Yeah.

(15:49):
And you've just got to be honestwith them.

SPEAKER_02 (15:50):
Yeah, and it's generally just how you approach
it, right?
Just be honest, but approach itcorrectly, you know, right time,
not in a heated situation.
And with the right tone and theright how you deliver it, right?
Not embarrassing them.
And that jumps right intotransparencies with wins and
losses.
If you're gonna be honest, betransparent.
And just speaking of the honestything, like too often not you're

(16:14):
giving out positive accolades,positive accolades, positive
accolades, and you think thatthey know what they're doing.
And then you get a guy or ateammate that's completely
underperforming, and everybodyat the end of the night's
clocking out, and you're like,hey, great job today, have a
have a great night, great jobtoday.
They didn't do a great job.
And so then they're like, Whywould I trust this guy?
He just told me great job, and Iliterally did nothing.

SPEAKER_03 (16:36):
Yeah.

SPEAKER_02 (16:36):
I literally did nothing.
I did the least amount to stillkeep my job, and he told me,
Great job, we'll see youtomorrow.

SPEAKER_03 (16:42):
Yeah.

SPEAKER_02 (16:42):
You know, so that wasn't honest and that wasn't
transparent when you did do agood job, when you didn't do a
good job.

SPEAKER_00 (16:49):
No, that's that's that's true.
That's so true.
And that's, you know, in in ourrealm of business, and we talk
about our culture so much, andit's such a positive atmosphere.
That's tough to switch back andforth from, you know, because
we're always positive talking,uplifting, great culture, but
there's a time and a place, youknow, for the other as well.

(17:10):
And you know, I'd say you youbrought up the transparency part
there.
Internal employees are really nodifferent than what you're
trying to do with your externalcustomer.
And if you'll think about that,you want to take great care of
your external customer, yourcustomer, so they'll tell people
and they'll continue keep doingbusiness with you.
And then where they'll trust youin the future when you recommend

(17:32):
a repair or you recommend avehicle.
It's the same thing you wantfrom your employees.
You want them to trust you.
You want them to be able to telltheir family members and
everybody else what a greatplace it is to work.
And you want their longevity,we'll call that the repeat
business.
You you want that as well.
And we've talked about this inselling before.
You know, three, three questionsa customer asks for, they'll buy

(17:55):
from you.
Do I know you?
Do I like you?
And can I trust you?
Well, in order to build thattrust, let's go to the employees
side.
In order to build that trust,they got to get to know you.
Okay.
They got to like you.
Not best friends.
Just tolerable, you know, theyjust get tolerable.
Like, hey, can I work with thisperson eight hours a day?
And then they'll get to trust inyou.
So it's the same thing with youremployees that you've got to

(18:15):
build up.
And we're going through that.
Shelby, you said about, youknow, we looked at all these
people we've hired as we'veexpanded, which is awesome, but
how many of them don't reallyknow us and like us yet?
Yeah.
You know, they might like theidea because they've heard from
everybody else, but they haven'tbuilt that relationship with us.
And that's one of the reasons weput this podcast on, right?

SPEAKER_02 (18:34):
And that that rolls directly into daily actions that
build quietly build credibility.
And so that's leading byexample.
Every single day, walking aroundtalking to as many people as you
can without getting distracted.
Like, you got to understand thetimeliness of those
conversations.
If something needs to be done,the windows the other day in the

(18:55):
service drive, I had asked aboutit a couple times, and there
were some people cleaning it,but the way that they were
cleaning it, they were findingrags.
Well, we use a lot of ragsaround here in a lot of
different facets.
And a lot of times they lookclean, but they're not clean,
right?
And so there we have so manywindows, right?
Windows everywhere.
And so then you could see whenthe sun goes down, it's super
streaky.
And I was like, did we not get asqueegee?

(19:16):
Anyways, it got legs, maybe it'scleaning somebody's windows at
home.
Probably not, but whatever.
So I ordered another one, herecame another one, and I was
like, okay, squeegee's here.
Let me go figure this out.
So I was like, so that the waythe service drive's set up,
there was six advisors and someassistant advisors and the
service manager, and I'm outsidestaring right at them, squeeging
these windows.

(19:36):
Is that the most productivething for me to be doing?
No, not at all.
But guess what happened?
I started squeeging this thing,and because I've quietly built
this trust and quietly builtthis work ethic, they came out
and they said, Hey Shelby, whatare you doing?
I said, Look, cleaning windows.
They said, Why are you cleaningwindows?
I said, because they need to becleaned.
Yeah.
They said, Can we take overthat?

(19:57):
I said, Can you take over this?
And they said, What do you mean?
I said, well, we were cleaningthe windows, but it was not to
the right level, right?
They were not clean.
They were super streaky.
I said, can I teach you?
And they said, sure.
I said, go get anybody else thatyou think that might want to
learn so we can teach us onetime and everybody understands.
So like I'm some window miyagi.
I guess I've watched enoughTikToks of people cleaning how

(20:19):
to do this with thingamajig.
And so I said, okay, it's superimportant that you do this.
And then you do this right here.
And then you use a rag, andthey're like, okay.
I was like, okay, now you dothat.
Right.
And that was just anotherleading by example.
And then I quietly exited outand I said, Hey, when you when
you're finished doing theoutside, do the inside of these
and then put these right back inthe closet so we don't misplace

(20:41):
these.
And it's probably good to dothis once a week or so.
And they're like, okay.
And so that's how you quietlybuild daily actions and
credibility.
And then a week later you comeback around and say, Hey, how
did the window cleaning go thisweek?
Whether you know it did ordidn't get done, and they'd be
like, Oh, I forgot that.
So, hey, do you have your phoneon you?
Yeah.
Do you normally keep your phonewith you?
Like, yeah.
So, hey, let's go ahead and setup a reminder every Tuesday that

(21:05):
that goes off.
Uh, and who was best to help youwith that in case you're busy
and like this and this like,okay, perfect, let's set that
up, right?

SPEAKER_00 (21:12):
That's such a great, just a great example.
I would say the other one, too,that I've noticed and I've found
myself, there's there's twoshifts.
We all walk around a lot, youknow, so we're very visible and
we're seen.
Um, in the morning, mywalkthrough, I'm saying, you
know, good morning to about asmany people as I can.
Okay.
That's not the time based uponschedules, Russia morning

(21:36):
traffic, meetings, everythingelse for me to engage in an
actual conversation.
But those actual conversationsneed to happen.
That's a different walk, maybemidday, mid-afternoon, something
like that.
And then you're only pickingstrategically two, three that
you actually say, Hey, how didThanksgiving going?
Hey, how's Junior doing in hisbaseball career?

(21:59):
How's this or that?
You're not going to knock 20 ofthose out in a day.
You can knock 20 or 50 goodmornings out.
But then, you know, every dayyou just pick a couple that you
engage in for a little bitdeeper that builds that trust
and relationship these way.

SPEAKER_01 (22:13):
As you're walking around, and it's just a memory
bank that you continue to buildtop of mind awareness.
Uh, no different than if walkingthrough one of our uh youth
sales guys has a son that playsuh collegiate football.
And I was walking through oneday and I was like, all right,
how many weeks do we have left?
What game are we?
And he was so fired up.

(22:35):
It was so simple, easy goingthrough, and he was so excited
about it.
But I only remembered thatbecause I continue to go through
and remember and remember.
It wasn't every week.
Hey, what was what were thestats?
What did he exactly do?
Let's sit down, let's analyzeevery single game.
I'd love to hear that.
I just can't physically do thator and be able to do everything
else, but it's top of mindawareness of going through that.

(22:57):
And you walk through the shopand it's, hey, how did this
weekend go with the family?
That it's those two or threepeople like you were talking
about.

SPEAKER_02 (23:05):
And it means just as much if you just specifically
ask by name or about the hey,like, hey, you guys are
traveling for travelingbaseball, how'd that go?
Right?
Without saying, okay, you know,give them the stats.

SPEAKER_00 (23:16):
It it it really does.
And just less is more.
And those are those are twodifferent type engagements.
And I make sure when I go out todo that, it's not button up to a
meeting because then my mindgoes wild.
Yeah.
If somebody gets into that and Iknow that I'm tuning out, I
don't need to tune out.
So it's got to be at theappropriate time.

SPEAKER_02 (23:37):
Yeah, you got to have a little bit of uh a leeway
and time after that.
You really do.

SPEAKER_00 (23:42):
That's great stuff.
All right, here's the first quizfor you guys.
What percentage of employees saytrust and leadership is the
number one driver of jobsatisfaction?
A28%, B41, C53, or D74%.
What percentage say that trustand leadership is the number one

(24:03):
driver of satisfaction?
I would say it's gotta behigher.
It's pretty high.
I would say so.
Well, the answer is D74%.
Trust just doesn't matter.
Most employees say it's the mainreason they stay or leave.
Now, isn't that starting tobecome a a common factor when we

(24:25):
talk about employee turnover?
Oh, yeah.
About employees leaving, notbecause of the business, not
because of who owns the businessor what kind of business it is,
but because of their manager.
And then the number one jobsatisfaction was not time off,
it was trust.

(24:45):
Because again, I'm gonna go backto where I started here.
Is that why are the employeeshere?
They're here to provide fortheir family, they're here to to
to get their financial goals toequal retirement, or to buy a
house, or to call or fundcollege for their kids, or

(25:06):
whatever else it may be.
You gotta figure out a layerdeeper besides the money, and
they gotta trust that whoever'steam they're on is gonna help
them get there because theirfamily matters more than you do.
So if you don't care about that,they're gonna find somebody
else's team to be on to helpthem accomplish their goal.
Yeah.
That that's super important.

(25:26):
It really is.
All right, when trust is broken.
All right, so let's take theother flip side.
We talked about how to buildtrust, some key factors and some
takeaways for you guys on how tobuild the trust.
Now let's talk about when it'sbroken because it could happen.
Oh, yeah, yeah.
And especially when I talkedearlier about when you have
somebody, let's say at the firstlevel of employees, and you

(25:46):
said, yes, yes, yes, I'll giveyou the time, but you know in
the back of your brain that it'snot going to be at the top of
the priority because you haveall these other high-level
decisions to make, you mightbreak trust there.
And then you gotta you gotta putthose blocks back together.
So the first one, and youalready said this, but we'll
dive in deeper to it,overpromising and
under-delivering.

SPEAKER_02 (26:07):
Yeah, that that happens so often, especially as
a new leader or just a peoplepleaser, or uh it generally is
generally will self-regulateitself because you'd be like, oh
my gosh, oh my gosh, oh my gosh.
I keep wondering, like, wheredoes this come from?
Why is this?
And why is this?
And it's because youoverpromise.
Your team overpromise.

(26:29):
And so when you see thosethings, you have to learn in
those situations.
And so understandingover-promising versus
underdelivering, it should becompletely backwards,
underpromise and over-deliver.
And that's some that's nothingnew.
People hear that all the time,but hearing it and knowing it,
and then doing it and living itout are two completely different
things.
And so understand your role orthe role of the leader, what

(26:52):
they should be promising, andthen what systems do you have?
Because we all have things thatwe forget.
You know, we all get busy, butdo you have a backup system?
Are you a list person?
You know, are you uh an online,are you a reminder person?
Do you use the CRM?
Whatever it is, just use it andmake sure you got a little bit

(27:13):
of Mac Truck theory thatsomeone's following up with you
to make sure that you did whatyou said you were gonna do.

SPEAKER_00 (27:19):
I think that's good.
And what I do want to point outis I don't think anybody ever,
ever intentionally overpromises.
No, no, I don't think they do.
They do because they're a peoplepleaser.
I find myself, I I have a habitof trying to jam uh jam 90
minutes worth of productivityinto 60 minutes.

(27:40):
Oh, yeah.
You know, and if like if ittakes 15 minutes when I leave my
house to get somewhere, I'm notgonna leave until 15 minutes
because I'm like, I get theseother two tasks done.
But then if I hit traffic or hitthis or that, then I'm over and
I overpromised.

SPEAKER_02 (27:57):
It's the age old fashion that you might see
online that says uh when you'rehaving your family over for
Christmas or for dinner, andyour wife is making sure
everything's ready, and youdecide it's time to power wash
the back drive.
It's a good idea.
Or cut the tree down that's beenneed to be cut down for 15
years, right?

SPEAKER_00 (28:17):
So I do that, and then I have a family member that
shows up an hour and a halfearly, and I'm mad at them for
showing up early because I wastrying to get the rest of this
done.
Maybe I'm on an island bymyself.
No, no.

SPEAKER_02 (28:29):
But no, that's that's what that's what some
guys say.
So I think it's or you're intraffic and you knew it was
gonna take 15 minutes ifsomebody's driving slow and
you're so mad at them.
So mad at them.
You're mad at them.
You should be mad at yourself.
You should be driving you, youdidn't plan for anything, right?
So I know.

SPEAKER_00 (28:47):
And then and then my wife gets mad at me, and the
kids see a bad example of me andyou know, all the rest of it.
Because I've all promised, yeah.
You know, didn't plan and gothrough there.

SPEAKER_01 (28:56):
Yep.
And it's so easy to do.
We talked about youngmanagement.
I, you know, even metransitioning from the store,
I'm probably the one that mostrecently came through this, but
at our old location, I couldhandle basically all of it.
Uh in this sales process ofproblems of service, of anything
coming up through.

(29:16):
And I had to learn whenever wetransitioned over here.
I said to start being quiet andreally just observe and realize
I didn't have to help with anyeverything because I needed a
team to be able to growunderneath me and to be able to
teach them and grow.
So don't sit here thinking, Inever overpromise, I did it.
They both have done it and growinto the careers.

(29:39):
And it happens in that earlystage that you start to get, oh,
just a whole lot of confidenceof I can continue to do this,
and you hit capacity level, andthen it starts going a different
direction.

SPEAKER_00 (29:51):
I'm gonna take the other side of it for just a
second because we have alldifferent ages and all different
stages of careers listening.
Um, you may be early on inmanagement or you may be early
on building.
That's a different stage, andyou need to say yes to as many
opportunities as you can.

SPEAKER_02 (30:08):
Oh, yeah.

SPEAKER_00 (30:09):
You know, you need to, you may be at a at a desk or
in a management position wherethere's not other managers.
You have got to be involved tobuild that trust in your
employees.
But at some point in time, youhave to fire your old self.
But you don't fire your old selfbefore you get to that stage,
you know.
And if you think about like, youknow, early on in my career, it
was, hey, every opportunity tospeak somewhere or to be

(30:32):
involved, it was yes, yes, yes.
And then you hit a threshold andyou start carving some of those
out.

SPEAKER_02 (30:38):
Because what what you'll realize that happened,
and most of the time they don'ttell you, but sometimes they do,
and it smacks you in the face.
A lady at church the other daythat's been a customer for ages,
she's like, Hey, I didn't hearback from you, uh, which
sometimes is not my strong suit,right?
And with no excuses, but plentyof good ones if you wanted them,
uh was like, Hey, we we havethis fundraiser going,

(31:01):
da-da-da-da.
And I said, We're alwaysinterested.
I said, But can I tell yousomething?
She's like, Yeah, please.
I said, I'm not the best atthat.
I said, I have a team that isoutstanding.
I said, I need to give you theiremail address and their contact
because they are so much better.
They're so much more availableto be at the event, to bring all
the things that we want to, andthey are a better extension of

(31:24):
me than I am.
I said, So that is completely myfault, and I take full
responsibility for nottransferring to them.
Let me get you their contact soit does not fall through the
cracks there.
That's good.
You know, because that's reallygood.
That's one of those things thateveryone wants to talk to the
highest level, yet they're notalways gonna get the best
experience because it it it doeshave the possibility to fall

(31:45):
through the cracks there.
That, you know, they want thehighest level when I could give
them another level that is gonnagive them way more knowledge
about it and way more time andattention and can give them
what's necessary.
But everyone always asks forthis.
And it's like, well, they don'tknow how to make the
cheeseburger, they don't knowhow to program the thermostat,
they don't know how to set upthe hot tub.

(32:06):
Let me get you to my specialistsin that area.

SPEAKER_00 (32:10):
I would say that the next part here about losing
transparency.
Um, you know, and we talkedabout transparency a little bit
earlier on about wins and losseswith transparency.
And I'll tell you a layer thatwe integrated in about
transparency, and it reallyhelped manage, you know, when we
said up above when we weretalking about, you know, when

(32:30):
you need to be honest.
This is a way to be honestwithout being confrontational.
Transparency is we've grown, wehave a whole lot more KPIs and a
whole lot more metrics we lookat.
So it's very transparent, youknow, especially our managers.
If it's our if it's our uhweekly doc meetings that we have
three times a week that arequick, 10, 15 minute meetings,

(32:52):
everything's very transparentthere.
Where you stand, what your dailytravel rate is, what you need to
accomplish.
If it's our manager meetings onMonday where we go over how's
your team been productive?
Here's the print out of thefacts, it's very transparent and
honest about how yourproduction's been.
And that is a much better way tolead where it's not

(33:13):
confrontational, but it's rightout there where where you are.
And it's never one singleperson.
And the reason being is we haveentire peers, whether it's
finance managers, sales manager,salespeople, service advisors,
our new parts uh top gun dealwhere it's transparent against
their other peers and not intheir own silo.

SPEAKER_02 (33:34):
Yeah, and thinking of that, but on the complete
other side, so we serve people,right?
And so oftentimes we talk aboutlosing transparency.
And so we talk about NUMA thatwe use for text messaging to
customers, because our numberone complaint, everyone's number
one complaint, is lack ofcommunication, right?
And service is a highest levelof frequency of people in the

(33:55):
dealership.
So think about that in yourbusiness.
What's the highest level offrequency in this communication?
So, what if we order a partwrong or they send us the wrong
part or we misdiagnosed it?
More often than not, where youstart losing transparency is
when we've messed up and you tryto fix it before going to the
customer and telling them whathappened.

(34:16):
How you continue to have trustand build transparency or
through transparency iscommunicating it.
And so before they ask, hey, canI get a status update?
As soon as you find somethingwrong, you need to be very, and
this is how you keep trust.
Shoot them a quick message.
Hey, Mrs.
Smith, just want to let you knowparts did come in this morning.
However, and you need pleasehear this.

(34:38):
We think this is like we wake upand it's tattooed to our
forehead, but just yesterday wewere talking about take 1000%
responsibility on yourself.
Mrs.
Smith, I wanted to let you knowparts came in this morning.
Somehow, uh, I take fullresponsibility.
The part is not the correct partwe need to fix your car.
I've got with parts, they havefound the correct part and I've

(35:00):
triple checked that.
We have an emergency ordered,and I could possibly have it
today, but if worst casescenario it'd be here tomorrow,
I apologize, but I just want tolet you know in advance what's
going on.
I'll give you an update ifanything changes before then.
If not, I'll check out with youtomorrow first thing.
Works for you, right?
Because more often than not, wetry to fix it before like we're

(35:23):
kids, right?
We broke something at home, wegot to fix it before dad gets
home, and so then the resultwill be better because it's
already fixed.
No, dad just wanted to know didwe take responsibility and were
we transparent about it?
Can he trust us?

SPEAKER_00 (35:36):
There is a key point in what Shelby just went over,
and most people will say, Yes, Idid that.
I communicated with a customeruh that the wrong part came in,
we got the right part, we'regonna get it fixed, we
apologize.
But there's a key piece, andit's pivotal on how a customer
sees it is when did you deliverthat message?
Did you deliver that message onbefore it ever came up?

(35:59):
Or did you deliver that messagewhen the customer called in to
check status of their vehicle ortheir repair, whatever industry
you're in?
It must be done before thecustomer reaches out.
If the customer reaches out,you've already failed on that.
You said the same thing, buttiming was everything.
Timing was everything.
All right.
What let's get y'all's thoughtson this.

(36:20):
How silence or avoidance damagestrust faster than making
mistakes.
So think about that of like notaddressing something or just
being silent, thinking, hey,it'll work itself out, or
they'll figure it out.
And then all of a suddensomebody's like, I'm done.

SPEAKER_01 (36:41):
Yeah, that's the easy thing to do.
That's complete human nature ofwanting to that's you know,
avoiding confrontation that wetalked about.
That it's and maybe that's thelast straw that an employee's
looking at you.
It says, Okay, we'll see how hehandles this situation, and you
don't do anything, and you'renot intentionally thinking, hey,

(37:02):
I'm I'm really sweeping thatunder the rug.
It's not the most importantthing on my schedule right now,
so I'm not gonna get it.
But in that employee's eyes,that was the utmost importance,
and you didn't take the time tobe able to address it, whether
it was long sitting down for along time or a quick talk about
it, you have to address it rightthen and there.

(37:22):
It's so important a lot oftimes.
That is what's detrimental, andyou'll lose a good team member
and you wonder why.
It's because something's sosimple like that.

SPEAKER_00 (37:32):
I think something else that, and this this isn't
even on here, but I think thisis important because we're
talking about trust, and we allcan get in in this cycle of,
especially if you're long inyour career.
So it's easy for me being backin the store for over 20 years
now, to go, hey, that first 10years or five years ago or 15

(37:53):
years ago, I I was involved,everybody knew and they saw how
I worked and how I helped thosepeople and this and that.
And you think, okay, I've paidmy dues here.
Now that will last for 30 moreyears.
But you get a whole new group ofpeople that come, they have no
clue about that.
Um, I've been reminded aboutthat about employees before.

(38:15):
You know, some employees thathave worked for us for a long
time, and and then they they getto this point of feeling like
that they're owed everything.
It's like, no, we we we paid youfor that.
We appreciate that, but thenevery day stands on its own.

SPEAKER_02 (38:28):
Yeah.

SPEAKER_00 (38:29):
You you have to prove yourself again today.
You got to prove your to yourteam again today that you're
here to help them get theirgoals and that you can be
trusted.
That's so important.

SPEAKER_02 (38:40):
I think it's a it's not necessarily what you say or
how you act, it's yourcharacter.
It's your character, and yourcharacter is an everyday thing,
right?
And sometimes it'll be betterand a worse version of your true
character, but it is a dailything to make sure your
demeanor.
It's not like I know this is theright thing to say and I should
say it, but then my character issomething completely different.

(39:03):
No, your character needs tobecome the right way to do
something and the transparentand the trust building.
And then you really, really,really, really become that,
right?
But it can't be I ain't likeyou're just doom and gloom and
then you answer the phone at awhole different level.
You you have to be programmed tobecome that, right?
If that's what you want.
If that's what you've signed upfor.

SPEAKER_00 (39:24):
Sports is really the easiest thing.
I know we relate a lot to it,but sports is very it's
business.
Really it is when you get to theNFL, it's business and it's very
transparent and everybody'shead's kind of on a chopping
block.

SPEAKER_03 (39:34):
Yeah.

SPEAKER_00 (39:34):
But think about this.
If the team won the Super Bowl,they won the Super Bowl, they
won the Super Bowl, the nextseason, they still got to earn
the right to earn the super towin the Super Bowl because
everybody's after them.

SPEAKER_02 (39:45):
You just got more eyeballs on you.
That's it.

SPEAKER_00 (39:47):
Just because you won it three or four times doesn't
mean it's automatic.
You got to get out there andprove yourself again.

SPEAKER_02 (39:52):
It's no different than selling a card to a repeat
customer.
Do not take that for granted,right?
You earn the responsibility orthe the the Ability to start
with.
Yeah, you get the opportunity.
I still want to try to take careof you, but you still need to,
in your character, take care ofthem the same way that you had
to earn them.
It's no different than in yourmarriage, right?
That's right.
When you attracted that personor you were, you know, kindled

(40:16):
that relationship, you stillneed to do that every single
day.
It's not like uh, all right, nowwe're married and I can do
whatever I want, right?
Like, no, you have to continueto earn and build that trust.

SPEAKER_01 (40:26):
I talked about this in the sales meeting yesterday,
and it just, I love this story.
Y'all have different versions ofthis story of um customers that
you've done business with overthe years, but great customer,
high school buddy, they've donea whole lot of business with
him.
We're working on trucks, thislast truck that he'd got, and we
were looking at trading him outof a truck and putting him into

(40:48):
a different one and looking atsome use, and I said, Hey, this
is the structure we need to lookat.
He drove a whole lot of miles,was in um inequitable situation
in his trade, but I said, Hey,you need to do this.
I was helping him out in histrade, everything I could do,
was all the money, thought I'dtaken care of him there.

(41:10):
I said, You need to save here,we're gonna order you a truck.
This will give you anopportunity to be able to save
for big down payment, dowhatever you want to do.
We'll get you the truck youwant.
Okay, great.
So a couple months later we werehaving dinner.
He's like, Hey, I just want totell you thank you.
I was like, For what?
And he said, For always takingcare of me.

(41:31):
And I said, Yeah, man,absolutely.
He said, Well, I w I don't evenwant to tell you, but I went and
shot my trade when whenever wehad talked last time.
You were way over everyone else.
My first response was like, Youshopped the trade.
And then secondly I was like,You bet, man, that's why I
always take care of you.
And so I was talking to thesalesman and I was like, You

(41:53):
think you just because you soldaunt or uncle, or if it's your
mom or grandma, or whoever itwould be, your aunt, cousin.
I said, It comes down to whatmakes sense to them that you
bring value and you take careof.
Yep.
So it's a great reminder everytime, no matter what your level
of closeness is, they're alwaysgonna check you, and you should

(42:15):
be thankful for that.
Don't take offense to it.

SPEAKER_00 (42:17):
That's such a great reminder that you know you you
you get the opportunity.
And that's what we talk about.
The opportunity, not theguarantee of the sell.
No.
If you got repeat customers, orif you've done it with a
business or no different thanus, last name being Lewis in the
business, we got theopportunity, but you still got
to prove your worth there.
All right, I got a quickquestion for each one of y'all.

(42:38):
In your opinion, what usuallybreaks trust first?
Is it actions or communication?
Now I'll tell you, it could beboth.
It could be both.
But I just I want I want you tosay just you just pick one of
the two because there's not awrong answer, and say, hey, I

(42:59):
think it what's first comes toyour mind, Taylor, what usually
breaks first?

SPEAKER_01 (43:03):
Actions or communication?
I think it's actions because Ithink actions speak louder than
words.
But I think it's really close toit, but action.
Shelby.

SPEAKER_02 (43:11):
I'll go the other way just because communication,
right?
No matter what the action is, ifyou didn't communicate well
enough about it, uh, then it'sit's gonna have the same effect.

SPEAKER_00 (43:22):
I would say both of y'all had it's not even in here,
but both of y'all had the rightanswer because you paused
because you know both go hand inhand.
You know that your actions, 70%of communication is nonverbal,
which are actions, but you knowyou need to communicate because
people can't r uh read yourmind.
So both of those go hand inhand.
That was a great, greatdiscussion on just when trust is
broken.

SPEAKER_02 (43:43):
Yeah, most certainly.
All right, mythbuster time.
If you make one big mistake,you'll lose everyone's trust
forever.
That's uh if you make one bigmistake, you'll lose everyone's
trust forever.

SPEAKER_00 (43:58):
I'm gonna tell you this right now, that's false.
Yeah.
That's false.
The the key part is though, whenyou make the mistake, you own up
to it.
The quicker you own up to it,the quicker you rebuild that
trust.
If you make excuses and pointfingers about the mistake, you

(44:20):
start losing trust even farther.

SPEAKER_02 (44:24):
That's the biggest that is the biggest thing in my
largest pet peeve, because it'sso easy, but people get hung up
in their ego, they brought itwith them instead of leaving it
in the car, is when there is amistake.
And I say when there is amistake, because there will
always be mistakes, and it'llbe, let me tell you the behind

(44:44):
the scenes, it won't generallybe because of you, but that's
what you tell the customer.
You know, and the the person whois really good at that is like a
Chick-fil-A at a high level.
If your order is incorrect,which they have a lot of systems
to make sure it's not incorrect,they do not say, hey, my cook
prepared that wrong.

(45:05):
They do not say, hey, my, Idon't know what they're called,
but the people who put the ordertogether, because it's not the
person that brings you the foodthat made the mistake.
It's someone before them, right?
My technician repaired that carcorrectly, incorrectly.
My parts guy ordered the partwrong.
No, they say, uh, I apologize sogreatly.
Hey, if you wouldn't mind uh ifyou'll pull forward in parking

(45:28):
spot number one, I'll get thatcorrect and bring it back to
you.
And they don't just bring thefries that they forgot.
Generally, they're gonna replacethe whole meal so it's all hot.
So it's not the issue, it's howthey handled the issue.
And so it's one of those thingsthat, once again, and I keep
saying this because there's evenpeople in our dealership here
that will not takeresponsibility, maybe because

(45:50):
it's not natural, because it'snot, they say, you know what, we
made a mistake and I take fullresponsibility.
And I want to be transparent andcommunicate and respond in the
best way when we fail.

SPEAKER_00 (46:01):
I'm gonna share with you a story of something that
recently happened to me.
So I'm at the construction anddevelopers meeting.
Big banquet meeting.
Awards banquet.
Awards banquet.
500 people in there, okay, overall these companies, leaders,
bankers, and you know, all thestuff.
I got the honor of MCing it.
So I'm MCing the whole thing.
Well, about halfway through theshow, um, we're gonna call up

(46:24):
somebody to present anotheraward.
And the individual we're gonnacall up, I know this guy, and
I've known him for a while.
All right, but I am readingthrough, there wasn't a
teleprompter, but I'm readingthrough all the ad all the
stuff, and I'm reading it lineby line because there's a bunch
I got to go through.
And I introduce this guy asPeyton.

(46:45):
I said, I'd like to welcome thestage, Peyton from Podcast
Videos.
And I was like, Peyton's up hereto present the next award.
Peyton, come on up to the stage.
And he gets up there, he comeson stage, he looks over at me
and he's like, Matt, do youforget my name?
And I'm like in the zone.

SPEAKER_02 (47:06):
Like there, there's hundreds of names.

SPEAKER_00 (47:08):
And I'm like, I'm like, no, man.
He's like, you forgot my man.
He's like, he's like, it's okay,it's stage fright.
And I'm sitting there and I'mstarting to sweat a little bit.
Yeah.
And he gets up to the mic andhe's like, hey, I'm sorry, my
name's actually Parker.
It's not Peyton.
And I'm sitting back theresweating.
Because I couldn't just go tothe back room.

(47:29):
I still got to MC the rest ofthis.
And I'm like, how do I recover?
I've known Parker for a while.
In fact, he helped us set up allthis podcast stuff.
Yeah.
You know?
So I'm like, what do I do?
I gotta, I gotta recover, Igotta recover.
And I'd made a mistake.
I'd made a mistake.
And so he gets done, and I'mlike, okay, here's the
microphone.

(47:49):
So I get back up to themicrophone and I said, you know
what you do when youmispronounce somebody's name and
you mess up.
You don't blame it on the personthat wrote it down right here.
You take personal ownership ofit.
And I said, it's no differentthan football when your great
receiver misses a pass.
What do you do?
The next play you go right tothem.
So, Parker, I apologize forthat.

(48:10):
Hopefully, it brought you somemore attention for your
business.
Let's keep rocking this thing.
I love that.
You know, I love it.

SPEAKER_02 (48:18):
It takes humility.

SPEAKER_00 (48:19):
It took humility.

SPEAKER_02 (48:20):
It takes humility, like Tad Gumman.
You want to be like, the firstthing is like someone wrote it
wrong, and it probably was righton the paper.
Maybe it wasn't, maybe itwasn't, you know, and then
you're like, dang, why'd theyput so many names?
It's no different than like, whyare people driving so slow on
the road?
Not the issue.
Not the issue.
And so that was so good becauseyou have to take humility in
front of all these people.

(48:40):
They chose one MC and that'syou, and you did it wrong.
Like, they chose one place toget their vehicle serviced,
right?
And you get one opportunity, andyou'll mess up.
It happens.
We're humans, and people areokay with it if you are honest
and transparent.

SPEAKER_01 (48:59):
Yep.
It's no different.
I love you talking aboutfootball.
They, and this is lower levelreporters, but they hammered
Kelsey the other night aboutmissing opacity bobble, and he's
the reason that they lost thegame.
No, he's not.
It was the entire game that theyplayed that they didn't end up
putting.
So no matter what stage you'reon, because then they hammered

(49:20):
Mahomes after.
I was like, Can you believeKelsey dropped that?
And he's like, dude, he's myman.
He's like, he's he's helped meout of so many circumstances,
I'll go right back to him everytime.
So always own it, always havefaith in your team and realize
it doesn't happen over onething.

SPEAKER_02 (49:37):
All right.
So that was Mythbuster.
We broke that down.
The truth is, it true uh trustis not lost in one moment.
It's lost when leaders fail torespond the right way.

SPEAKER_01 (49:47):
That's right.
Yep.
So of diving into continue to gothrough there, we've really
broken it down, but rebuildingtrust and creating loyalty.
You know, we I feel like wereally create the good side on
the loyalty, but owning mistakespublicly, we had talked about
there, but making real changes,not empty apologies.

SPEAKER_00 (50:06):
And I think that comes to, you know, the old
saying of actions speak louderthan words.
Like, and I like to tell peoplethings so then they know.
And I think we've developed asas leaders, because in the past,
like we just do, do, do, andhopefully people see the
actions.
Uh-huh.
And then people don't do withoutus saying as well.
So it takes both, and that's whyboth of y'all paused when we

(50:28):
said, was it action or was itcommunication?
So I think uh not emptyapologies.
We say, hey, I'm sorry for this,we're gonna make it right, but
then you follow that up, like intandem with it on the actions
we're doing.

SPEAKER_02 (50:40):
That's more important than saying that.
Saying it is so important, butthen actually having that
action, creating the policy.

SPEAKER_00 (50:48):
I'll tell you a scenario that we were in and we
battled this for a while.
Um, we had our finance team, andand we were having some issues
getting paperwork out tocustomers quick enough.
Um, and really it stemmed fromthem not having the titles from
when we traded for vehicles ornot getting duplicate titles or
missing a POA or all thesepieces.
And we're like, oh yeah, we'reworking on that, we're working

(51:10):
on that, we're working on that.
And I can remember our financemanagers looking at us like,
yeah, I hear what you're saying,but we've been talking about
this for years.
And I was like, we got to figuresomething else out here.
Because like it had gotten alittle bit better, but not like
where we needed a streamline.
And it's like, okay, we're gonnahave these, I don't know how
long it'll go, we're gonna eateverybody in the room, and we're
gonna peel back the layers, andwe had massive meetings about

(51:31):
well, because the person,whether it's the customer or the
internal employee, they didn'tsee the behind the scenes work.

SPEAKER_02 (51:37):
They don't see all the effort you are putting in to
correct that issue, to create anew policy, to work on parts, to
work on service.
They don't see all that, right?
So you say I'm working on it,working on working on it, and
they're like, I'm still drivingthrough the drive-thru ordering
number one, and I'm getting halfa number two and half a number
three.
What are you working on, right?
Is the menu change or is theperson in there taking the order

(51:57):
changing?
So then you said, Hey, do youmind if we kind of open this up
and everyone sees, like, we'regonna go ahead and put a window
on the operation room and letyou know actually what goes into
it?
And they're like, We had noclue.

SPEAKER_00 (52:11):
But I'll tell you when I first came up with that
idea and we were talking aboutit, there were people in
departments that are like, Idon't really know if we're ready
because some of it was stillmessy.

SPEAKER_03 (52:20):
Yeah.

SPEAKER_00 (52:21):
And some of it still hadn't gotten ironed out.
I was like, we got to just throwit on the table.
I'll stand up there and refereeit so it doesn't get out of
control because it could have.
We're talking about some heatedmoments here.
Yeah.
Um, but we worked through itall, and they're both sides are
like, I had no clue you weredealing with all this heat.
I had no clue you were missingall this, and I had no clue the

(52:41):
work that y'all had done so farto get it to start making
progress.

SPEAKER_01 (52:45):
Because it went the other way before it came back.
Oh, yeah.
We opened that up and you thinkwe like we addressed that
situation, we're like, okay,we're gonna come back out of it.
No, she kept going down.

SPEAKER_02 (52:55):
Which was necessary because we couldn't, we we were
the positive people in betweenit all.
We got all the wrath fromfinance and got all the wrath
from the office.
It was a mess.
And we'd come out and be like,hey, we're working on it, good
things are coming from it, andyour brain, you're just like, oh
my gosh.

SPEAKER_01 (53:11):
We would sit after beats and kind of look at each
other and say, whoa.

SPEAKER_02 (53:14):
So it's like, all right, let's just put them all
in here.
And so then if someone had aproblem, I love this.
If someone has to have aproblem, they can't bring a
problem without a solution.
That's right.
So it's like, okay, they're notgetting their paperwork.
What's your solution, big boy?
We're all listening, all 35 ofus.

SPEAKER_01 (53:31):
It's like, yeah, I wouldn't say anything.

SPEAKER_02 (53:34):
All right.
And so then they were like,well, maybe the finance manager
did this.
It's like, perfect.
What's your solution, ma'am?
And she's like, it's like, okay,so not quite as easy.
You're really good at this,you're really good at this.
Now let's figure out really goodtogether.

SPEAKER_00 (53:48):
And I think that's important.
You guys always hear thepositive, but it was WWE in
there.
Yeah.
We, I mean, we had it was, andit was that one, I think one of
them was almost a four-hourmeeting of we had high
performing producers of revenuethat we pulled out of the store,
out of the office, peeling backthese layers to build trust
internally that this was goingon because both departments

(54:11):
needed each other.
And it it had to get rough andit had to get way down there.
And it didn't fix itself afterthat meeting.

SPEAKER_02 (54:18):
There was an understanding, though.
But there was an understanding,okay, we are working on it.
No, there won't be a fixtomorrow, but we all have the
same goal in mind.

SPEAKER_00 (54:27):
And I would say today it runs smoother and
better.
It's not 100% because there'sstill a lot of moving parts.
Yeah.
But at least people arecommunicating, they respect, and
we're now openly talking abouthow can we get the customer
their information quicker.

SPEAKER_01 (54:43):
Yep.
So that that rolls straight intogiving employees time to believe
again, seeing the process andthe machine starting to work
together.

SPEAKER_02 (54:52):
That that uh that also takes into account
including more people.
You know, as a leader, sometimesyou're saying yes to everything,
you're trying to handleeverything, and then they don't
see the progress.
It's no different than our CITor our work in process.
We we there's certain meetingswe bring up other layers of
people, and they're like, Oh, Ihad no clue you had$48 million

(55:16):
in vehicles.
Yeah.
And that you have$7 million infrozen assets of collectibles
that you're chasing.
And they were like, I had noclue.
And it's like, okay, well, comeon in, let me show it to you,
and then we can work on thistogether.
But that's by including morepeople.

SPEAKER_00 (55:32):
I'll tell you the other thing about including more
people.
I would sit in meetings beforeour micro meetings got to where
they are today.
Now I love them.
I really do.
But before then, if we only hadone side in there, my mind
already goes to like it justthinks two and three plays down
the road.
And sometimes that gets me introuble.
Sometimes it's great.
But my mind starts thinking whensomebody brings up an idea, I'm

(55:54):
like, okay, I like the idea, butwho's gonna execute it and how
are we gonna do this?
And do we have the capacity toexecute it?
That's where my mind goes.
And when we'd be in a meetingwhere we were on the one side
and it affected the other side,and the other side wasn't in the
meeting, I'm thinking in mymind, okay, now I got to take
all this and go talk to theother side.

(56:15):
That's gonna be another hour ortwo hours.
And I may not translate some ofit the same.

SPEAKER_02 (56:19):
You're not going to.

SPEAKER_00 (56:20):
When we finally put both in there, things started
happening.
It was translated correctly,questions were asked, and when
we were done with the meeting,we were done with the meeting.

SPEAKER_02 (56:30):
Yeah.

SPEAKER_00 (56:30):
The action went forward.
So that's really important tohave the correct people in the
meeting.

SPEAKER_02 (56:35):
Yeah.

SPEAKER_00 (56:35):
That it affects.

SPEAKER_01 (56:37):
All right, wrapping this area up there, I want
y'all's take on how leadersprevent repeating the same trust
mistakes.

SPEAKER_00 (56:46):
I think the main issue there is number one,
recognize that you made amistake.
You you first have to recognizethat.
If you make excuses, you'regoing to constantly be thinking
about what excuse did I make andI got to back that one up with
this and this.
Just own it.
Yep.
Just own it.
And then the second thing, likeafter you've put the fire out
right then, then back up and go,what can I do to prevent this

(57:10):
mistake from happening again?
I'm okay if a mistake happensone time.
Because that usually means we'repushing the envelope on trying
to progress, on trying toimprove.
I'm not okay when it happens asecond and a third time.
You need to use that opportunityto fix whatever upstream made
this mistake happen.

SPEAKER_02 (57:30):
Yeah, that's it's no different than if you go back to
the story of McDonald's when itwent from one store to when uh
they brought in, was it RayCrockett?
Ray Crockett brought it in, andhe was talking about French
fries, and one guy was like,hey, that's not long enough.
He's like, actually, no, that'sperfect.
Right.
And so he was talking about thetime.
It was like perfect degree ofthe oil temperature, were the
fries frozen or not, and howlong were they in there?

(57:52):
Right.
And so having that right personwhen the mistake's made, it's
okay.
Just uh handle the problem,right?
And you don't have to handle thesolution in front of the person,
but you sit down and you makesure, is it very clearly written
how long I should cook thefries?
Is it very clearly written?
Is everyone who's gonna touch orbe part of this process are they

(58:13):
very clear in understanding thatstandard operating procedure?
And then they have a very clearunderstanding of their job
description.
And so you fix that, you askthat question, is it and can
they find it?
Right.
And then if not, then do it.
It's so simple, right?
And then make sure they havethat and then follow back up on
it and review on it and followback up on it because you have

(58:35):
to create a new habit.

SPEAKER_00 (58:36):
That's right.
That's right.
All right, as we're wrappingthis up here, hey, a question
for you guys.
What's one thing leaders do thatunintentionally damages trust
without even realizing it?
So think about that.
What do you think the one thingthat is a leader that does that
they don't necessarily mean to,but unintentionally, it damages

(58:57):
trust without even realizing it?

SPEAKER_02 (59:00):
I'm gonna say an early leader is gonna say yes,
yes, yes, yes, yes, yes, yes toway too much or more than their
capacity as currently able tohandle.
Okay.
Because they want to be in thespotlight, because they want to
be that person.
We've talked about that, andthen they don't take into
account all the thingsnecessary, and so they don't

(59:22):
follow through with it.
It's a lot for one person, butonly one person asks one task,
and you're gonna miss some ofthose one people, one task.

SPEAKER_00 (59:30):
Just overcommitting again.

SPEAKER_02 (59:32):
Just overcommitting again.
I I think as a new leader thathappens, and you don't you're
excited for the role, but youdon't have the process to
capture all those things andfollow through on them.

SPEAKER_01 (59:42):
That's good.
I'm gonna piggyback off that andsay you don't have to please
everybody.
Pleasing everybody and goingthrough the whole thing of
realizing you don't have to makeeveryone happy in your
department and just I think thatlike of not paying Attention to
feelings and anything elsereally gets you in a trick bag

(01:00:04):
of sometimes of I won't singleout a situation and talk about
it because I don't want to hurtX, Y, or Z's feelings.
It's it shouldn't be emotional.
And a lot of times youngmanagers get in that that fault
of, well, I didn't really wantto address him on that because I
didn't want to affect, you know,his work habits or anything

(01:00:25):
else, or single him out in frontof people.

SPEAKER_00 (01:00:27):
And that's so good.
I think, you know, that reallycomes down to what both of y'all
said there is, you know, I Ilike these sayings because they
help stick in my brain.
But a doer of all and a masterof nothing, how valuable is that
for your team?
Not very valuable.
Do less with a bigger impactthere.
And it's been a great discussiontoday on building trust.
And we're really talking aboutthe internal customer first,

(01:00:48):
which is our employees, beforeour external customers, which is
the one spending the money withus.
So focus first on your internalemployees and help build trust
with them that they would runthrough that brick wall for you
because you've led by exampleand you're intentional with your
actions.
As always, check out all of ourinventory at Lewis
Superstore.com and check outthis episode and many more.

(01:01:12):
66 of them, by the way, atCrossroad Conversations
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.
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

(01:01:34):
us to answer about either theautomotive industry or just
business in general.

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Ep. 66 - The Trust Equation: How Leaders Build, Break & Rebuild Credibility

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.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}Ep. 66 - The Trust Equation: How Leaders Build, Break & Rebuild Credibility