Ep.52 - 52 Weeks of Leadership: Lessons Learned & What’s Next

In this episode of Crossroad Conversations, the Lewis Brothers reflect on a year of leadership lessons learned through their podcast. They discuss the importance of self-improvement, the challenges of leadership, and the necessity of building a supportive network. The conversation emphasizes the significance of workplace culture, the need for adaptability in business, and the value of employee retention. The brothers share insights on how to navigate the complexities of leadership while fostering growth and community engagement.


Takeaways

Leadership is about setting the pace for your team.
Taking time for self-improvement multiplies your effectiveness.
The podcast has provided a platform for reflection and communication.
Leadership can be a lonely journey; building a support network is crucial.
Pruning your circle of influence is necessary for growth.
Addressing mistakes quickly helps maintain team morale.
Decision fatigue can be alleviated by taking breaks to reset.
Great leaders may not always have clarity but must act confidently.
Focus on what you can control and be ready to pivot.
Employee retention is vital for building trust and loyalty. 

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

Check out all our great episodes at CrossroadConversationsPodcast.com!

Episode Transcript

Speaker 1 (00:00):
That's something I've learned later on in my career
and it's beneficial foreverybody.
You've got to remember I don'tcare if you have five employees,
50 employees or 500 employees.
You've got to think about themultiplication factor and you're
the leader and you're settingthe pace for the rest of the
team.
So even if you have to take anhour out of your day to reset,

(00:20):
to bring a better version of you, then you're going to get a
multiplication factor of a five,a 50, a 500 because of a better
version and how you're risingthe tide up.
Hey, everyone, welcome toCrossroad Conversations with the
Lewis Brothers, where we aim toshare real stories about
running a successful familybusiness, working through

(00:40):
adversity and pouring back intothe community.
That keeps our door open.
We're your hosts, matt, shelbyand Taylor, and we bring you
relevant local business adviceand automotive insights that are
sure to change the way you lookat running a business and maybe
even throw in a plug for you todo business with us.
Welcome back to CrossroadConversations with Matt and

(01:01):
Taylor.
Today.
Shelby's out getting trained upsomewhere.
So we're piloting this suckerand this episode is 52 Weeks of
Leadership.
We celebrate one year of doingthe podcast.
52 weeks, that's a whole year,an entire year of just pouring
out our lessons.
You know what I mean, thatwe've learned along the way,

(01:22):
hopefully to help you out thereas a business owner.
Help with whatever you're goingthrough in business that's our
goal.
That's our goal, and if you buya car from us, that's a great
byproduct, but we want to helpyou be able to be more
successful in your business.
So we'll talk about 52 years ofleadership.
Taylor and I are going to breakdown, talk about the biggest

(01:46):
leadership lessons we've learnedover the past 12 months from
podcast conversations, businesschallenges and personal growth,
and then we're also going tokind of look ahead what we're
going to do this next year onleaders, what we're going to
bring to you guys, how we'regoing to innovate, our
discipline and always focusingon putting people first.

Speaker 2 (02:00):
Absolutely.
That was big.
Hey, take a quick minute recap.
Last week, episode 51.
Shut up and listen.
It's so simple, it's reallygood to go into, but this is the
easiest way to remember.
Two ears, one mouth.
The art of listening is aleader.
It is so hard to do, but if youcan master that, oh you'll
catapult.
You'll catapult so big there.

(02:21):
Hey, always check us out atlewissuperstorecom and
crossroadsconversationpodcastcomto get all the relevant content
we talk about.

Speaker 1 (02:29):
Hey, what did you drive today?
I'm going to take a differentangle here too.
We always talk about newvehicles, whether it's a Mustang
or F-150 or Wrangler or a GrandWagoneer or the Maverick.
We sell a lot of used vehicles,yes, you know, and we forget to
talk about that.
In fact, we sell more usedvehicles than new vehicles yes
you know, one of the metrics welook at in our business is our

(02:51):
new to used ratio.
How many new vehicles do yousell to every one used vehicle?
And on a normal month, when youput it all in one pot and we
look at the metrics and thefacts, we run about 0.8.
So that means for every oneused vehicle we sell, we sell
0.8.
And you're like 0.8,.
What does that mean?
All right, let me scale thisfor you.
All right, for every 100 usedvehicles we sell, we sell 80 new

(03:16):
vehicles.
That's our ratio.
Now I'm going to go a little bitdeeper than that, just to let
everybody know, because theycome to us looking for a
pre-owned Ford or pre-owned Jeepor Ram or Dodge or Chrysler,
but they don't necessarily think, oh, they're going to have a
Honda, they're going to have aSubaru, they're going to have a
GMC, they're going to have aHyundai, whatever it may be.

(03:37):
Do you know?
You know this, but I'll tellyou that every single week, when
we look at our fresh trades, wenormally lend.
55% to 60% of our trade-ins arenon-core products.
Yes, that means it's not a Ford, it's not a Chrysler, dodge,
jeep or Ram.

(03:58):
So we're constantly trading forSubarus and GMCs and Yukons and
Tahos and whatever else it maybe.
So, no matter what you'relooking for and I think that's
really helped when we came outwith our lewis guarantee, oh
yeah, because it didn't matterthe maker model, if it was a
toyota or a honda, we stillslapped that 36, that five year
60 on it.
Yeah, and the biggest thing outthere is it's true term, true
mileage, true term, true mileageand real deal.

Speaker 2 (04:21):
I love that of going into so real deal of whatever
the miles are, it starts fromtoday of your day to purchase,
yes, of a 5-year, 60-year, a3-year, 36-year or a 6-6.
And we really work hard.
You know, over here at ourpre-owned building Supercenter
that's right next to our Fordand CDJR, I was walking through
with our guys this morning I'mlike, hey, I love Ford vehicles,

(04:41):
just like the next guy in CDJR.
I said, put some Toyotas andSubarus.
And they said, well, I justthought the Ford and I said I
know I love that product.
But I said everyone else has tobe able to see what we have.
So that's been and we see itmore times than not that people
come in and they don't know thatwe have the other.
They love us, they love doingbusiness with us, but they don't

(05:10):
come and look for it.
So, yes, we do have differentmakes and models.

Speaker 1 (05:11):
Yes, the lewis guarantee still is covered on
those and, yes, we would love tosell you those.
Another quick fact for youbecause I love talking about
facts is we acquire now this iseither by a trade-in or you've
heard us talking about off theroad purchases we acquire over
70 fresh used vehicles everysingle week, every single week,
every week.
So if you were here notyesterday, but a Monday a week

(05:33):
ago, from yesterday we've got atleast 70 more vehicles that you
didn't even see.
And we tell our salespeople totell our customers that, because
we've got a lot of customersthat will say, hey, we'd love to
do business with you, we lovewhat you do with the community,
but you just don't have quitethe right fit I'm looking for,
hey, if you'll just wait a week,I'll have 70 more to pick from.
Just hang on that, that's a bigdeal, that, that that factory

(05:55):
turns really quick.
So if you're looking for a usedvehicle, we are a specialist in
that area as well.
We have it.

Speaker 2 (06:01):
We have every different array of it, so please
always don't hesitate to reachout.
So, diving in there the lessonswe didn't expect to learn this
year.
Ooh, that one's really bigbecause it makes you sit and
think of.
Sometimes a lot of times,whenever something comes along,
you may bury it because itwasn't something you were
expecting to encounter wheneveryou're going along.

(06:23):
But of going to that,reflecting on the podcast, what
has this done business-wise,helping us build, kind of go
through that.

Speaker 1 (06:33):
I'm going to start with a really basic one here,
and this is probably not whatyou thought I was going to say
and not what the audience isgoing to say, but I'm going to
say the podcast itself hashelped us, three brothers,
designate a minimum of an hour aweek where we can reflect on
what happened in the business,and y'all that don't know us

(06:54):
personally.
We work really hard and like wejust grind out and a lot of
times we don't slow down tocommunicate with each other
unless we've got an issue or aprocess we need to talk about.
We very rarely take the time toreflect on successes and
processes.
So one thing that the podcasthas done, as is forced a

(07:19):
platform, you know, for us andthen to everybody else out there
to be able to talk about.
Here's what we did, here's howwe overcame that, oh yeah, and
then put it there for our teamto see and then for everybody
else to see as well.

Speaker 2 (07:31):
You know what I love about that?
We can go back and kind of parkon that.
Go back a year and one of y'allhad said hey, listen, because
we are very involved in ourbusiness every single day and we
don't micromanage, but we wantto be hands-on and we want to be
a problem solver.
You know what's happened inthis year's time of employees

(07:53):
reaching out during this time.
They know we're on the podcastand guess what?
The building didn't catch onfire.
We've grown so much becausewe've been able to step out and
communicate and reflect and talkand host other people and build
and grow that you have to knowas a business owner Take the

(08:13):
time, set it aside and build.
If the building's going tocatch on fire, you need to first
look at your personnel that arein place there, but know that
you have to take that time to beable to build and grow.

Speaker 1 (08:29):
I can remember I don't know if it's the first or
the second podcast.
We all sat in the room it'sprobably the second one, because
the first one our phonesprobably were blowing up.
The second one and it was likeit wasn't silence, it's go put
your phone on privacy, do not.
So you can't even it.
And we kind of all looked ateach other and we did it.
Yeah, we did it.
And then it was like, okay, wegot to take it off, do not

(08:49):
disturb, figure out what allhappened.
And then the next week it got alittle easier.
The next week it got a littleeasier.
And then now I don't have asmany alerts when I turn it back
on after the podcast.
You know, a year ago the wholescreen would have been full of
alerts, but now I don't havethat.
And that's a great point youbring up is by these small

(09:15):
segments it's empowered othersto go.
Hey, no, you can make thatdecision.
Yes, you know, you're notmaking a decision to sell the
building or buy a building.
No, you're making the decisionon what to tell the people with
the toilet paper.

Speaker 2 (09:23):
Yep, you, you're making the decision on what to
tell the people with the toiletpaper.

Speaker 1 (09:24):
Yep, when you reflect back you're kind of laughing.
It's like, well, yeah, somebodyelse can unlock the storage
cabinet.
Yes, it's okay.

Speaker 2 (09:32):
Not only did that happen, whenever we realized
that we empowered other people.
Whenever we sit in here and wetalk about this a lot, a lot of
ideas that we share with eachother, we'll get a look from
each other sometimes, and that'sall that we need of I'm gonna
bury that that wasn't a goodidea, but of talking through it
and hearing more voicing it outit makes sense or it doesn't

(09:54):
make sense, and that helps usmove forward with it.

Speaker 1 (09:56):
So I think in in to some of y'all that might seem
really simple and like whoa, Ican't believe y'all didn't do
that.
You got to realize like therethere's only a 10 year period
between me and Taylor andShelby's, right in the middle at
the five, and we grew up doingstuff together.
Our family's really close.
We've always had projects we'veworked on outside of the
business.
So so you get in sync where youcan almost read each other's

(10:20):
mind and you know what to expect.
You know if, you know ifsomebody's doing this, then you
need to work on this part tokeep it going forward and you'll
never see, even at a familyevent, that like we're sitting
around, we're either helpingcook or we're doing the dishes,
or we're getting the boat readyor we're doing this like.
So we've always been in thatflow.
When you get in that flow, itit kind of squashes taking the

(10:42):
time to communicate about whatwent really good and that's what
had happened in our career.
It was still progressing,positive, but we weren't
communicating and sharing witheverybody else our management
team that is in sync, okay ofhow we did that and how we were
successful and how we adjustedand how we did fail and we

(11:03):
picked it up and went from there.
So that's got to be and I knowwe start off with a bang there
but that has got to be thenumber one takeaway for me from
this podcast yeah, that's beenso good and to my part, that I
really loved and we were talkinga little before the podcast
about this.

Speaker 2 (11:19):
But so many people I'm not talking about my mom or
grandmother or anyone else thatwould they would follow along
and do anything else, but peopleoutside of our business we
didn't know about that.
It started to influence.

Speaker 1 (11:33):
I think so and I think no matter if I'm at a
chamber event or a leadershipevent or if we're out in the
community talking to to businessleaders.
Now I've had some friends thathave listened to it and they're
like, oh, that's really good,y'all do a good job on that, and
I appreciate that and pleasedon't stop listening, okay.
But then what really makes meexcited for this time we

(11:53):
invested is when we take a smallbusiness owner that's dealing
with a difficult employee oradvertising or cash flow or
inventory turn, or we could goall on down the list and they
say that episode right there,that really helped me, that gave
me a different perspective.
And we understand that becausewe've grown now where we have

(12:13):
different layers of management.
But forever, you know, we wereso in the weeds growing our
business that it was really hardto see the trees because we
were in the forest, yes, and wehad to go to training outside or
listen to this person or thatperson just to get some fresh
ideas and a new perspective onhow to move our business forward

(12:34):
.

Speaker 2 (12:34):
Yeah, that's been really good.
I mean, I think those lessonswere definitely pivotal of what
has helped the podcast grow andthen us grow as business owners,
brothers, everything elsemoving forward and helping
continuing to grow thisgenerational business.
Yeah, so that's been reallygood.
This next question here whatyear did the first podcast

(12:57):
officially launch?
Okay, see if you can dial thisone in here.
I got a multiple choice becauseI like those a 2004, a 1999,
2010 or 2013?
Who?

Speaker 1 (13:12):
I would say I don't know.
Um, it's usually earlier thanyou think it is.
I don't really remember aboutpodcast till the.
You know really 15 to 20.
You know, seems that you knowreally 15 to 20,.
You know, seems that.
You know.
I really started diving in alittle bit before COVID there.
I would you know if I didn'tsee the answer on the screen
right here, I probably wouldhave guessed like 13.

Speaker 2 (13:34):
That's what I was thinking, because you got to
think late 2008, 9, 10 is wheniPhones really came out, and so
it started coming on theirpodcast app, because even
YouTube at that point wasn'treally big where people could
stream and do all that.
So I would have thought that,but it's 2004.
Yeah, 2004,.

(13:55):
So that probably was, moreover,of like a radio show that had
kind of morphed over into that.
Sure, they have grown so muchthere's a podcast about
everything there, you bet.

Speaker 1 (14:09):
I think one of the things I want to talk about here
, because we're talking aboutleadership, is life lessons that
leadership has taught me.
Yeah, and I'm going to say notearly in my leadership career,
but as we've grown, and what I'mgoing to say here you've heard
us talk about it on almost everypodcast Leadership has really
taught me to be patient,consistent and a better listener

(14:34):
.
If I put those three out thereof patient, you have to give
something new time to grow.
Okay, you got to stayconsistent with it.
It's not a hey, let's do it oneday and then give up.
Okay, you have to realizeyou're creating new habit, not
just for yourself, but for yourentire team.
Okay, so you're going to bepatient with them because

(14:56):
they're going to screw up,especially in stressful moments.
They're going to go back totheir old habits.
You got to stay consistent tocreate the new habit.
And then you got to be a reallygood listener to be able to
adjust and identify issues andareas within your business.

Speaker 2 (15:13):
Yes, you do, you do.
I love that, what it is done.
Obviously, of the patience isthat's the number one thing and
and I've seen it bleed over intoothers around me, so much that
the fact that they're coming tome and Taylor, you've taught me
so much but the number one thingis I don't have to overreact, I

(15:35):
don't have to fly off thehandle, I don't have to handle
it the way that I thought I hadto, because you've done this, or
x, y or Z, so that's beenreally big.

Speaker 1 (15:46):
I, and I know you've gotten the same response, um,
from people, whether it's ouremployees or outside, that every
once in a while they'll say Ijust don't know how you're so
calm and you don't get rattledwith all that going on.
Yes, and I would say I haven'talways been that way.
No, and I would say I haven'talways been that way, and you
know, one of the things thathappens is once something

(16:08):
happens, once and you overreactemotionally to it, and then you
reflect back on it a couple ofdays later and you see it really
wasn't that big of a deal.
No, I wasted energy, I wound upthe rest of my team, I
distracted myself from what Iwas doing.
I should have just let thatcalm down and then go from there

(16:29):
.
So people ask me that and Isimply respond to them.
I'm like once I got to a placein my head where I ran
situations through filters and Imentally had to go through
these steps.
Is, create filters in your mindbefore you react.
Yes, and if you'll create thosefilters and one of mine is to

(16:50):
at least pause and think aboutit so I'll shut down the front
part of my brain that just wantsto react.
You know, the chimpanzee part.
So then I can get the logicalpart of my brain to take over.
Ok, I have to pause.
That's the only way that youget the logical part of your
brain to take over.
Okay, I have to pause.
That's the only way that youget the logical part of your
brain engaged.
Then I could think clearly,logically, which is what my team

(17:12):
needed.
We weren't in battle okay weweren't on the front line
reloading the gun, um, so thatreally assisted me.
So then I'll walk peoplethrough that.
I just I want you to just pausenext time.
And then the second thing is Ialways want you to make sure to
gather all the information fromboth sides before making any

(17:33):
type of opinion or gettingemotion.
Now we all type a personalities.
We want to get things done,address it, move on, yep.
The caveat of that is, if wejust take one side of the story,
50 percent of the time we'regoing to react wrong.
We just are.
Yes, you know, and we mightmake a mistake with a customer

(17:53):
who's the one that keeps ourbusiness going, or an employee
the one that takes care of allof our customers that keeps our
business going.
So one of those two we're goingto make a mistake with.
And the way we don't make thatmistake is we pause.
I don't have to make thedecision right that second.
I go gather all the information, then I can make an educated
decision.

Speaker 2 (18:13):
You know the thing I love about filters Think of it
this way that it's like abackstop as well, because we're
human and myself even iscalm-tempered, everything I am,
and myself even is calm tempered, everything I am.
I'll find myself in situationswhere my first level hits per se
a rev limiter, and then mysecond filter is like whoa, pull
back.
I haven't said anything thatmade me fly off the handle, but

(18:37):
I internally know, hey, I'mstarting to get toward the top
of this.
I need to reset real quick.
And you can reset havingmultiple layers of filters and
no one on your team ever knowsany differently, because you
have it all in line where itneeds to be absolutely that's so
good and you know you'rehitting on all cylinders when

(18:58):
you've worked through x amountof situations in a day and
nobody even knew.

Speaker 1 (19:04):
Okay, and it wasn't that nobody even knew because
you went, went to the golfcourse or you left for the day
it's because you paused.
You walked around the lot, okay, or you did this or you did
that to be able to let yourselfcalm, running through the filter
and then react yeah, uh, heyguys, if you guys will get just
that out of the podcast, Ipromise you you'll be above

(19:25):
everybody else, because I tellyou that most leaders out there
react emotionally.
Most leaders out there lead byfear instead of by taking the
time to pause, collect theinformation and walk somebody
through a situation they'regoing through.
So if you'll just pause, putyour emotions to the side and

(19:48):
quit leading by fear, you willbeat 90 of your competition out
there, if not 99 with ease, noteven breaking a sweat.
So that's, it's really plus.
Your doctor will say you're inbetter health because your blood
pressure will go down andeverything else, because you're
not just tense, blowing the topoff the kettle every second,
every single time.
Hey, so the next part, the hardtruths we keep bumping into.

(20:11):
You know what I mean, and inthis one, my mind's now going
here of like, oh man, thiscontinues to come up and it's
part of it, it's part of, solet's just start off with a bang
here.
Leadership can be lonely.
It is and it's.
I think it's one of thosethings that you probably read a
quote or you saw an image onlineabout the guy standing on top

(20:35):
of the mountain and he's byhimself up there and you're like
, yeah, yeah, yeah, it doesn'tresonate till you're there.
And when you're there and thefarther you go up, there's a
whole lot less.

Speaker 2 (20:49):
And they, you don't realize that going up and you
aspire to continue to grow andyou want to be in the middle of
it.
And then you, while you're inthe middle of it, you want to
grow up, to be to the next leveland doing more tasks and have
more responsibility and haveless people that are around you
every single day.

(21:10):
But as it continues to move upand you're farther along than I
am, but I can even look back ofeven five years ago that I
wasn't.
I was.
I've always been worried about,obviously, the process or being
in the family.
But even looking back fiveyears ago of where I'm currently
at now, that it was way moreminute and I was focused more so

(21:33):
on my own productivity, sure,and not my whole teams.
It's crazy how it changes andthere's a whole lot of good.
Don't let me make this soundbad, yeah, but oh yeah, you look
up and that comes a lotwhenever you're the one taking
all the heat and there's no oneelse to be able to take it,
because this is the man incharge right here.

(21:55):
So, yes, my team's really goodabout not first saying dumping
the fire of hey, go talk to him,but whenever it gets to that
point there's no one else thatcan take it except you, so that,
uh, that's true in some aspects.

Speaker 1 (22:11):
I want to talk about a couple things here, like let's
first talk about well, we'lltalk about this second.
Let me first talk about.
We all go through what you'retalking about as far as having a
heated situation yes, a toughday, being punched in the face
multiple times throughout theday, customers taking anger out,

(22:33):
employees taking anger out out.
Most of the time it has nothingto do with our business.
You know, an employee's goingthrough something at their house
.
A a customer is then runninglate for this or that and they
ran over something in the roadand it's it's our fault, but
we're the one filtering all thatwhen we just lost an employee.

(22:54):
That was a key position, andnow we're trying to figure out
how to do that, how to bridgeall the gap, like all this is on
.
That's it.
We've been raised to not pourany of that out, especially to
anybody below us.
So then you've built up allthis inside of you and some of
y'all are resonating as I'mgoing through this.

(23:15):
You're going yeah, brother,you're talking to me.
Yep, you're like who do I talkto about this?
You know what I mean and youknow, fortunately we don't do it
very often, but fortunatelythen we'll just we'll talk to
each other about that.
No, because the one thing that'sthat this dangerous to do here
is to go home and justconstantly be dumping that on

(23:36):
your spouse.
Now you got to be real and itcan't just always be roses and
it's perfect, but at the sametime, you got to filter that.
Some you do, and I tellemployees that too is like if
you go home and complain all thetime, all of a sudden, your
largest support, which is, isyour spouse at home, or maybe

(23:57):
it's a family member, a friendor whoever.
If all they're hearing is thenegative all the time, they're
going to be telling you to shiftgears and look for a different
career.
Oh yeah, and really it's notall bad, you're just needing to
unload that.
So I guess let me land theplane here is you've got to have
some type of outlet, but youjust need to know who you can

(24:20):
trust when you talk to aboutthat, and it doesn't need to be
somebody that's not at at leastyour level or higher, you know.
Yeah, that's just, that'sreally important that's a tough
one.

Speaker 2 (24:33):
That is, that is very , very tough and not something
you love to always look at andpark on or anything else, but it
is one of the aspects thatcomes with the responsibility it
really does.

Speaker 1 (24:44):
Okay, now let's talk about the second part of this,
about the lonely part, and thisis really your circle of
influence.
Yeah, all right.
So let's start of when youthink about your circle of
influence and y'all have allheard this is you know, you show
me the five closest peoplearound you and you'll become an
average of those five.
Now, throughout your career,those five people should change.
Yep, okay, should change.

(25:05):
I'm not talking about friendingand unfriending people on
social media, sure.
I'm talking about people thatpull you, pour into that you'll
actually tell stuff to andyou're not just putting all the
happy stuff on Facebook and likeyour life's perfect.
I mean real deal.
But the five closest people tome during high school and then
during college and then when Iwas in sales and then sales

(25:27):
manager, those have changed.
Now some of those people arestill my friends, but they're
not the ones that I'm pouringinto.
About insurance, changes withbusiness you know my college
buddy that we hang out and playpool together.
We're not talking aboutinsurance.
Unless he's a business ownertoo, we're going through that.
Okay, my buddy from high schoolis doing this or that.

(25:48):
We're not talking about hrissues, you know.
So that changes.
And I think the point there is,if you haven't changed your
circle of influence right there,one, you've got the wrong group
.
You got to realize pruning hasto happen to grow.
It does you know.
That doesn't mean you're nottheir friend anymore, it just
means you continue to changethat.
But you can find yourself inthis trap, especially when you

(26:12):
work in a profession like we do,that we work a whole lot.
Not only do we work a whole lot, we're in the retail business
and y'all that are out there inthe retail business can relate
to this.
We're open when everybody elseis closed.
Why?
Because they've got to be offwork to come buy a car from us.
So, like Labor Day weekend'scoming up, you know we'll be
open.
Then you know Memorial'll beopen.
Then you know Memorial, we wereopen.

(26:33):
Then you know we're open aroundthe holidays, so on and so
forth.
So that removes a whole lot ofextracurricular groups out there
that you can connect with.
But it's important and I'm nowgetting better at going.

(26:55):
Hey, I need to find some otherpeople to hang out with and hang
around as an outlet.
You've done a better job than Ihave with that.
You know what I mean.
You, just you have, and that'sthe difference in taylor and i's
personalities.
But I can remember growing uptoo with dad and I never asked
him this, but I was like thatdude just works, he worked or he
fed the horses one of the two,that's it.
And I'm like whoa, you know,where's the extracurricular

(27:19):
stuff, where the other peopleare around, you know, and it's
trying to figure out thatbalance.
But I think in our business isthose five people you know,
besides our family, they reallyneed to be outside of the
business.

Speaker 2 (27:32):
Yes, and a lot of times I think, especially in our
profession, the way that it is,they're more of a phone call
you talk to and, yeah, uh, yourelate to and you'll meet up
with every now and then, oryou're, they're friends that are
in a um call it, a like of ourdealer meeting groups or

(27:53):
anything else of going throughthat you find like-minded people
and it's very important to knowbecause of my friend group I
have some friends that are stillfrom high school, but they're
not the ones I sit and talk toin business about.
No, they're, they're more of ahand.
So you gotta know of, hey, theones I spend all the time with,

(28:16):
and it's even, a lot of times,the people that you work with.
Yes, you can see how they'vechanged throughout the years,
just as you move up, as businessevolves.
It's okay.
It's not like you're just stiffarming them, pushing them away.
So know that, matt, hit thenail on the head pruning is
necessary to grow it.
Pruning is necessary to grow.
It is.
Pruning is necessary to grow inthe correct pruning, not just

(28:38):
doing cutting for no reason.
That's right, that's right.

Speaker 1 (28:40):
And if you're like okay, I hear you, matt, where do
I go?
Where do I find these people?
I am telling you, there isbusiness groups after business
groups and I promise you I don'tcare if you take an electrician
and an HVAC person and asupplier and somebody else, they
all have the same issues.
Remember, the business ispeople, process, product.

(29:04):
That's it.
The only thing that changesfrom industry to industry is
product.
You always have people inprocesses, okay, you always have
HR, you always have advertising.
You always have people that areno-show.
So you don't have to findsomebody that is a plumber just
like you.
They could be an electrician,they could be in the car
business.
So where do you find thosepeople?
If you look at your localchamber, they have professional

(29:27):
night out, they have luncheons,there's rotary clubs out there.
There's all of those thingswhere you have business,
like-minded people that youcould talk to about that stuff,
and it won't infect yourinternal business.
You just got to open your eyesand you got to make time for it.
We talked a couple episodesabout that, about just making
time.
So that here's what I want todrive home with you, because

(29:50):
this man, this, this took meforever, like I just telling you
.
I've been back in thedealership for over 20 years now
and until about the past fiveyears, I never did this.
Yes, I thought it was stupidpeople that did this.
Ok, man, was I wrong of peoplethat actually took the time to
go to lunch with anotherbusiness person or go to this
professional event Because I waslike I don't have time, I don't

(30:10):
have time, I don't have time,my team needs me.
I got to be here, I got to bepresent.
I don't have time.
That was ignorant on my part,because why was it?
I was not taking the time to bethe best version of myself for
my employees.
Yes, and the only way you canbe the best version of yourself

(30:31):
is you have to have some resetsand you have to get filled up if
you want to be able to pourinto anybody else.

Speaker 2 (30:37):
You know we probably get that a lot uh, my uncle that
we need to have on the showjust because he's about a wild
card and he's funny, ofeverything else.
But he does so good though ofthat outreach of going to rotary
, going to professional nightout, anything else in there, so
that's something that we'vereally started to notice over
the last couple of years of huh.

(30:57):
That makes sense.
That's why he's done thatnetwork.

Speaker 1 (31:00):
I think if we take our Uncle Tommy we're talking
about, he's done really goodthere.
I think if you take our UncleAndy, you know you can talk to
tons of people.
And he was at those events andhe was still working hard.
He was on ADA and involved.
And he was at those events andhe was still working hard, he
was on ADA and involved.
So we are looking at our familyfrom the previous generation
and grabbing the strengths fromeach one of those, trying to

(31:22):
learn how do we cultivate thebest version of ourself for our
business.
Yes, you know, and that's takingtime and this podcast has
helped that because we step backfor one hour a week.
Yep, we reflect on that and wetalk about it and it's no
different to the gym.
We talked about the gym andforever on the gym there was

(31:42):
this stigma and I don't evenknow how this happened, but
there was this stigma that donot go to the gym at work.
While you're at work, yeah, ifit's work hours, don't go to the
gym.
It was like crickets there andI'm like if you're on your lunch
break, go to the gym.
Oh, if you ate your lunchsitting at your desk and you got
a break at three o'clock.

(32:02):
Go to the gym.
Be a better version of yourself.
But that took us doing that,inviting people over showing
them.
It was okay, you know, so nowwe see a whole lot more
intrigued there and justteaching people that are seeing
us a better balance yeah, that'sbeen big growth um letting the
team know and it's giving themmore leash with boundaries.

(32:26):
Yeah, really helping them growthere, yeah, that's big you know
, I think too we've we've talkeda lot about this, so this will
take a ton of time.
To talk about our culture, yep,you know, it's always been
ingrained into us.
But you know, culture is a bigone.
Culture is a big one and, asleaders, we start the culture.
We start the culture.
It's a reflection of ourleadership and then a reflection

(32:50):
on how often do we check in onthat, and it's a nonstop.

Speaker 2 (32:54):
It's nonstop and what continues to fuel that is.
I love every vendor, everyoutside, and then I really love
whenever people from-.

Speaker 1 (33:03):
Hang on, stop Vendors .

Speaker 2 (33:06):
Mm-hmm.

Speaker 1 (33:07):
Huh.
So when vendors come in, youactually treat them with respect
and they see the culture justlike an employee.

Speaker 2 (33:15):
Yeah, because what?
I saw this the other day and itreally really hit home.
You know any vendors that walkinto your business are really
stepping outside of theircomfort zone to come and sell
their product or business.
If you have the time, at leasthear them out and be cordial to

(33:37):
them.
I'm not saying go to lunch andeverything else, but don't be
the guy that just cusses themand kicks them out the front
door because you know whatthey're selling you a product.
But what happens whenever theyturn around and they need your
service?
Are they going to come to youafter you treated them that way?
No way, no way.

Speaker 1 (33:58):
You ready for a bonus .
Guess where those vendors go?
They're in every otherdealership and where they start.
And so do you think the otheremployees, the technicians or
the sales people or the managers, talk to them.
So then the hey guys here thisis a super high level secret for

(34:18):
you.
Okay, on vendors and I lovedoing this with the tool guy
Okay, cause you got to thinkabout this If you have
technicians, they hang out inthat tool truck.
Oh yeah, they hang out in thetool truck.
So, and if the technician has abad day, they're in there
venting, dumping all theirgarbage to the tool person.
Yes, all right.

(34:38):
So if we take really good careof the tool person and a
technician is spilling theirguts somewhere else, they just
maybe will recruit for you andsay you ought to go see those
guys at Lewis.
Every time I'm in there, thoseguys are in a great mood,
they're having a great time.

Speaker 2 (34:54):
So they're your number one recruiters.
I was talking to one of themand he'll talk to a wall but
pretty big picture guy goingthrough, and he was talking to
me and he has a really bigdealer group that is out of
Dallas, okay Well-established,been there for a long time, has

(35:15):
plenty of nice dealerships,really nice dealerships.
And so he was in there theother day and he's like, oh gosh
, and we're nice to him, so heloves talking to us and going,
and he's like they were talkingabout their new dealership they
just built and how nice it wasand they had a green piano in
the front of it playing music.

(35:35):
He said no, no, no, you've gotto see Lewis' stuff.
The owner of their company waslike no, you've got to see
Lewis' stuff If you want to seetraining, caring about employees
.
They're like no, we care aboutour employees.
They're like, no, you don'tHold on.
And so they pulled up one of oursales meetings of the party
going through there, yes, and ittore the owner up and then he

(35:56):
was like no, that's not even thebest.
Look at their gym with.
She's like, oh, my gosh.
He said this is for theiremployees.
He said, yes, he's like god, Iwas thinking this whole time you
needed to make the dealershipnice for the customers, which
ours is very nice as a customers.
But we poured more into ouremployees because we cared about
our internal employee and tohear that a vendor that you

(36:19):
normally kicking out shoe shoewas in a complete different
state.
They had pulled up ourInstagram.
We're now following it forcontent, looking at because we
had showed them and walked themthrough.

Speaker 1 (36:31):
I love that.
I love that we invite as manypeople as possible, and if
you're listening to this and youwant to come to one of our
sales meetings, it's eitherMonday or Friday at 915.
You can come.
It's in the three-story blackbuilding.
There's a plug for you.
Let's go to the next part,about moving on from your
mistakes.
So don't just sit there.
You know what I mean.
So don't just sit there.
You know what I mean.
Don't just sit there and sulkabout it.

(36:53):
Pick yourself back up.
Why?
Because your team's looking atyou.
I got 300 people looking at mesitting having a pity party,
waiting for me to give themdirection on how we're going to
respond to this issue.

Speaker 2 (37:13):
That's so right, so real of don't hammer down on it.
Handle the situation, addressit, realize if it needs to
either be moved on with, likeyou need to dismiss the person
and then, if there's theopportunity, help them grow.
Absolutely Say this is where wemessed up.
But I want to show you thisdifferent route to be able to
move forward.
Use that as a teachingopportunity to handle the

(37:34):
situation and then grow from it.

Speaker 1 (37:36):
So you know, sometimes that'll happen
internally when somethinghappens.
We had a customer come in andit's happened more than once but
a customer come in that maybewasn't all there, let me say
this just politically yeah,absolutely Wasn't all there.
Let me say this, just yeah,absolutely wasn't all there and
just was just kind of off therocker, yep, hollering, yelling,

(37:56):
cussing this, and that we'retrying to isolate them, get them
back outside.
We don't even they weren't evena customer of ours, and but
that's a disruption, it is, it'sa disruption.
So your first thing you do istry to isolate it.
I'm not sitting there handlingon the showroom.
I'm trying to walk outside withthem, okay, where everybody
else can't hear.
I'm not hiding it from anybody,but it's not theirs to deal

(38:20):
with.
And then I isolate that, get itmove on.
But then I go back and I lookto see okay, what's the team
doing?
Are they still hiding aroundgoing?
Oh man, how did Matt handlethat?
What went on going?
Oh man, how'd matt handle that?
What went on?
So on and so forth.
So sometimes you got to have are-jump start too, you do, to
get your team back going.
You know what I mean.
So we're not sitting theredwelling on that, okay.
So then we had this happenyesterday too.

(38:41):
Um, you know, unfortunatelythere was a a situation that was
happening here in town.
Luckily it was isolated and itwasn't a real deal on a threat,
but but obviously everybody wasconcerned.
I was concerned as well.
But then, once we figured outthat it wasn't a real threat,
then it's getting everybody backtogether and getting them back

(39:02):
on track.
That's what a real leader does.
You don't just sit there I knowwe're talking about mistakes
here, but mistakes are the sameway Don't just sit there, figure
it out, address it and thenmove on, then move on.
So the next part, about decisionfatigue.
I'm going to relate this onereally easy.
Everybody will have decisionfatigue, especially as a leader,

(39:22):
and there's days that likementally, you just have made so
many decisions.
The only way to get overdecision fatigue is taking time
for yourself to reset.
Yes, I can't tell you how manytimes I have had decision
fatigue overload I'm adding aword there overload and I still

(39:43):
had half the day left.
And if I'll just go and workout for 45 minutes, 30 minutes
an hour, whatever it is, I cancompletely reset and be a new
version of myself for the secondhalf of the day.

Speaker 2 (39:56):
If not, it's like you're swimming and you have
ankle weights around and you'redrowning and you're trying to
move forward and you're likeeveryone's watching me and I got
to keep doing this, but justtake a break and step back.

Speaker 1 (40:12):
Yeah, take a break and step back, because whenever
you come back in, you're 100%better and ready to rock, can I
tell you, naturally that's notgoing to happen, because
naturally, a type A personality,a leader, entrepreneur, you got
to the level you got to becauseyou just grind.
You know what I mean.
You just work and you grind andyou're like, no, I've got to
keep pushing through.
I'm almost through, I.

(40:32):
You grind and you're like, no,I gotta keep pushing through.
I'm almost through.
I'm almost through.
The first time you'll trust thisand for me I've tried.
Let me just tell you this I'vetried to just go to lunch and
eat and and that doesn't.
I'm not gonna get my soapboxhere, but it doesn't work for me
because I just sit there and Iusually eat crap anyways.
When I'm, you know sure, I'mstressed out and then I come

(40:53):
back and then I just feel likecrap.
So I need something to stressmy mind, my brain, to reset me.
And once you'll trust into thatand realize, yeah, you took an
hour out of your day, but thenall of a sudden, the next four
hours are at a 10x on what theywould have been if you would
have just kept trying to pushthrough.
And that's something I'velearned later on in my career

(41:14):
and it's beneficial foreverybody.
You've got to remember I don'tcare if you have five employees,
50 employees or 500 employees.
You've got to think about themultiplication factor and you're
the leader and you're settingthe pace for the rest of the
team.
So, even if you have to take anhour out of your day to reset,
to bring a better version of you, then you're going to get a

(41:35):
multiplication factor of a 5, a50, a 500 because of a better
version and how you're risingthe tide up.

Speaker 2 (41:42):
Yes, and going back to previously, what we have
learned.
That is something I've learned.
I know you've learned, shelby,because we were never short of
hard work.
Never, because we were nevershort of hard work, never we
always could work so hard.
But let me tell you there's acertain point in your career of
building that if you want toprogress, if you want to move

(42:02):
forward, you have to learn howto do the other to step back,
switch, pivot, move forward,take a break, recharge, move
forward and can't just keeprunning your head through the
wall.
That's so good, yeah, that's so.
We have learned that and it'sprobably come from you and thank
you for, uh, obviously, beingan older brother and going

(42:24):
through it, but it just, and Ilove it because of being in our,
our circle of the threebrothers.
Matt may may have taken longerto learn that, but it was passed
to Shelby and then to me.
So whenever it was passedquicker to me, better new ideas
may come from me, may come fromShelby, that open up, that allow

(42:46):
Matt to be able to seesomething he didn't before.
So that circle of influence, asyou share with each other, just
continues to grow.

Speaker 1 (42:55):
I think that's a good point.
I'm sitting here thinking aboutwhen you're saying that,
because you know our goal is totake wherever our dad and our
uncles, wherever they grew it to, ok, so we have a higher
starting point than they did.
You know their goal is for usto be more successful than they
were, absolutely.
So we need to start at wherethey were and then go, and then
I hope the next generation, westart them at a whole higher

(43:18):
level and then they're more ifwe've done our job, if they're
more successful than us.
That's what you'd want.
It's not a competition yes,it's.
It's.
How do you do that?
So I can remember, as you'resaying that, this is flashback
going in my, in my brain.
I can remember looking at thesuccess of that and talking to
him and I'm just then gettinginto a gm role at the ford
building and I can remember himtelling me that he was just worn

(43:43):
out and he was just.
He was just tired and he hadjust been grinding for so long
and worn out.
And I'm thinking, okay, okay,like yeah, dad, you, you've it
and I'm not.
My dad's a very hard worker.
Yeah, um, but I'm like, how do Ibalance that?
How do I?
And I don't mean about moretime off, but how do I balance

(44:04):
more of still pushing, stillmoving the mark, but allowing my
body to reset or allowing mymind to reset?
Yeah, and, and I think you'vegot to give up something to get
something.
So I got to give up, you know,that hour of the day to be able
to get a better version ofmyself.
You know I got to be able to dothis or do that.

(44:25):
So that's what we workedthrough.
It took me longer, didn't takeShelby as long, and then, in the
gap, even got less with you.
So I think that that's how itgoes down through there.

Speaker 2 (44:35):
So I think that's really good, yeah, and important
to remember, because I see alot of people that talk about
they get stuck in grandpa didthis, dad did this, brother did
this and it was this x amount oftime.
Show that you're worthy andyou're working hard and you're
wanting to contribute andeverything else, and know that
sometimes it's pivots and itmoves in different directions,

(44:56):
but you're still workingtogether I think so, and I think
really, grandfather or dad, itwould be more proud if they see
that you took it to a differentlevel.

Speaker 1 (45:08):
That's what it's about.
You know they don't like if youreally peel back the layers.
They don't want to see you dothe exact same heartache as them
.
They're like no, no, learn frommy stuff and move to the next
level.
You know so.
Just just remember that.
Hey, we got a little mythbuster section here.
We got all right.
This is a great one for today'stopic.
Great leaders always know wherethey're going.

Speaker 2 (45:33):
They may make it seem like they do.

Speaker 1 (45:35):
Great leaders always know where they're going.
No, I'm going to say a lot ofleaders act like it, yes, act
like it, but that's not thetruth.
No, I think that most leadersmove forward with clarity, but

(46:00):
they're still uncertain and I'vebeen there.
It's hey, I'm clear that thisis where we want to go.
I'm confident that this is theright way to get there.
But in the back of my mind, Istill have some, some
uncertainty of will thisactually play out like we
discussed?
You know, we talked about thatplenty of times.
Oh yeah, on this person in thisoffice or this flow of traffic

(46:24):
or this process, and then it'slike taylor.
We gotta re-look at this.
Remember?
We were thinking this was gonnabe smooth.
This is causing more work.
Yes, you know, you know.
So that's busted, it's busted,it's busted for sure.

Speaker 2 (46:38):
Hey, diving into last segment there, exciting the
next year of leadership, whatwill be required?
So forward-looking, pivot, whatleaders and businesses need to
prioritize in the year ahead?

Speaker 1 (46:52):
I think it's really important.
I'm going to talk where a lotof leaders get hung up Yep, and
that's the news.
Mm-hmm, okay, I know youprobably didn't think that's
where I was going, but theylisten to the news and the
tariffs and whoever's in officeand regulations and this and
that, and people ask me that allthe time what are you going to

(47:14):
do about the tariffs?
What are you going to do aboutthis?
What are you going to do aboutthat?
Now, I listen to the news morethan you do.
Yes, okay, and that comes alittle bit with age.
I listen to the news enough toknow what's going on.
Yes, but not too much that itconsumes me.
Okay, because I can't changethe tariffs, and whether the
tariffs come in at zero or 300percent, we still got to put our

(47:39):
boots on and go to work.
Yep, you know what I mean.
And there's nothing we can doin our industry.
We can't make a mass buy toprotect or hedge our bet against
that.
So I don't need to spend anytime there, okay.
Where I do need to spend timeis developing our team, looking
for opportunities and ready topivot if that does come up.

(48:00):
You know when it does come up.
So I think leaders need to makesure that you know what's going
on in your industry, but don'tget consumed with things that
you do not have control over.
So that would be one of myencouragements, because the
tariffs is a big deal that'scoming up.
But hey, we sold cars whenDemocrats are in office.
We sold cars when Republicanswere in office.

(48:21):
We sold cars when people lovedthe president, when they didn't
like the president, when we hadtariffs.
When we didn't have tariffs, westill sold cars.
You know what I mean.
We sold cars when gas was $7 agallon and when it was 35 cents
a gallon, we still sold cars.
Yes, you know.
So the sky's not falling?
Nope, you got to be ready topivot.
Yes, all right.
And then just move on,absolutely Just move on.

Speaker 2 (48:43):
Absolutely.
I've gone through that.
That's so good Pivot.
Move on, be knowledgeable.
Like Matt said, beknowledgeable, have situational
awareness, but don't park onsomething that A you can't
control and B has nothing toreally do with you.

(49:04):
So many people get hung up inthings that have nothing to do
with their business and theypark there.
But don't do that.

Speaker 1 (49:17):
Hey, I'll tell you another thing, and this is an
area I've grown.
I'm going to tell you aboutanother podcast I just listened
to and it resonated with me withwhat this guy said really
successful, uh, you know,manager over multiple
dealerships down in Texas.
But one of the things I took alot of pride in and it actually
got in my way is I had a lot ofpride that we had never hired a
manager outside of ourdealership.
We had always grown managersfrom within and at the surface

(49:40):
level.
That sounds amazing.
It really does.
I mean the culture that created.
Well, in fact, when we listedour first outside manager job,
our amount of applicants,they're like y'all never have a
management job available ever.
So I've been telling you for 15years I never hired a manager
outside of the outside of thedealership.

(50:00):
we always grown from within yeshowever, what that cost us is
there were a lot of talentedpeople out there that brought
experience to the table that wedidn't have.
We weren't exposed to yep, soI've learned as a leader and
I'll continue to look at that.
We always want to first look.
That we didn't have.
We weren't exposed to yep, soI've learned as a leader and
I'll continue to look at that.
We always want to first look.
If we have somebody internallythat can grow, that's number one

(50:20):
and it'll trump anything else.
Yep, but we have grown so muchby bringing in some leaders that
had great experience.
They got to fit our culture.
Yeah, okay, we're not going tocompromise.
There got to fit our culture,our ethics, but they've really
helped us grow.
They have.
And so this guy I was listeningto again runs multiple
dealerships down in Texas.
They were under the culturethat they lived in their own

(50:45):
bubble and they wouldn't lookoutside at other business models
in the way they did it, andthese are highly successful
businesses.
But now he's been elevated upto even another, another
position, and they're like whynot?
So he's now challenging thatand it's opening the doors to
his eyes of what otherdealerships do in other
organizations.

(51:05):
And now management is behindhim on that, like he's keeping
his core, his core, yep, butthen he's seeing what else is
going on outside of his business.
So that's what I wouldencourage dealers to be able to
talk about and look in the yearahead as well.

Speaker 2 (51:21):
Challenge yourselves and help yourself improve.
In that, that's really bigthere, hey.
Next episode rolling out, it'sgoing to be a whole new episode,
episode 53, season two.
We have all sorts of thingscoming at you this next round we
really do, and I know we'vetalked about it.

Speaker 1 (51:42):
But one of our goals for season two is keep bringing
you relevant information.
Yes, uh, challenge you asleaders.
We'll crank up the intensity,some calling you out so when
you're on the other side of it.
Why?
Because we want to help you.
Sure, that's sure, that's it.
You know there's, there's nocharge.
This is free, 99, absolutelyokay.
But then the other part isbringing local business leaders

(52:03):
on yep so we can talk abouttheir story, we can talk about
their success, and uh also keepsit fresh.
So you're not just listening tothe three of us every single
week.
We appreciate you tuning backin, but we're going to bring you
some fresh perspectives thereas well as well.
So we're looking forward toseason two, which will kick off
next week.
All right, let's talk about ourquestion, our frequently asked
questions, right here.

(52:23):
Why is it important and I'lllet you answer this first why is
it important to keep the sameemployees versus just getting
someone else?

Speaker 2 (52:33):
oh, there's so many different sides to this.
There's there's a managementlevel, there's the customer
aspect, but it just I feel likeit's so important.
The number one thing that Iwill say is you can have that
clear expectation that I know Ican fall back on of.
I know I have to watch it, butI know, within realm, with

(52:59):
inspect, it will operate thisthis way.
With having said person in thisspot, I know what it's going to
do and I can manage off of thatI, I couldn't agree more there.

Speaker 1 (53:11):
Um, I think the other parts you really look at from
retention, especially retentionespecially if you're in the
retail of high ticket items Yep,okay, and these can be services
as well is customers like doingbusiness with people that they
know, they like and they trust.
And we hear it time and timeagain oh, I've used so-and-so

(53:33):
down in service.
They've always helped me withmy cars for the past 10 years.
Oh, yes, they like coming backwhere there's a familiar face.
It's like the old sitcom Cheerswhere you go where everybody
knows your name.
They probably didn't have thebest food or the best beer or
whatever else, but everybodyknew them and it made them feel
comfortable.
So they come into service andthey're like yeah, so-and-so has
never led me astray.

(53:53):
They've always kept me up todate.
Oh, salesperson X sold me a car, my grandparents a car, my kids
a car.
We know them, we like them andwe trust them.
You know this finance managerhelped us sign our paperwork,
has five cars we've bought.
So that retention helps createcustomer loyalty.
And then not only that, but wewent over a couple episodes ago.

(54:16):
You know what percentage was itof employees left because of
bad leadership?
It was 70 or 75.
I think it was 75.
75.
Tell them the number.
We got to pause on this for asecond.
We just hired a salesprofessional that had worked for
a competitor we won't say thename of the competitor Air
locally, yeah, air locally, yeah.
And they told us and they werevery patient, yeah, my hat's off

(54:37):
to them yeah, how many managershad they had?
And tell them the timeline.
And tell them how many managers.
So it had been a year.

Speaker 2 (54:46):
One year and they had talked with us some over here
and we had encouraged them tocome over, but an employee
because, just like you, workinganywhere, yep, had been there
for three years and they're like, no, I think I'm gonna stay
here, we're gonna keep going.
Because it was familiar, sure,and they wanted to keep working
to it.
Over a year's time, they had 14managers 14 managers come in

(55:12):
and out of the store, everywhereelse.
They said finally I didn't knowthe name of my manager, more or
less what he wanted me to do,so he'd come on board there.
That's what happens, though.
Without the correct culture,the correct leadership,
everything else in there, yousay, oh, that would never happen

(55:33):
to me, it it?

Speaker 1 (55:35):
happens fast.
So that's the value, rightthere, of working on retention,
and there's some times that youneed to move on.
But y'all heard us talk aboutthis another episode and if you
didn't, I'll give you the tipsreal quick.
Before you part ways withsomebody, you have to answer
these questions yourself.
Not did HR, not did a platformmanager, not did somebody else

(55:59):
but yourself?
Did you give them the time, thetools and the training
necessary to succeed?
Not throw an employee handbookat them, not sign them up for an
online course.
Did you personally give themthe time, tools and training
necessary to succeed?
You take that.
You take our culture and how wecare about people.

(56:20):
That's why we have the lowestturnover in the automotive
industry.
Yeah, I don't know how manyyears you'd have to go back to
find 14 manager turnoverpositions in our business.
Corporate-wise, yes, and thathappened in one year at one
store.

Speaker 2 (56:36):
Yes, yeah, and unfortunately that's what
happens whenever you pull yourhand off.
It really is Something else onthere.

Speaker 1 (56:42):
It really is.
That's good stuff.
Hey, thanks for joining in withus today to wrap up this first
year of Crossroad Conversationswith the Lewis Brothers.

Speaker 2 (56:49):
Yep.

Speaker 1 (56:50):
As always, go to lewissuperstorecom, check out
all of our inventory there.
And, hey, if you like thispodcast, give it a like, give it
a comment, share it.
We appreciate that.
You can find this episode andmany more at
crossroadconversationpodcastcomor wherever you get your podcast
.
Hey, thanks for joining ustoday and we hope you enjoyed

(57:12):
this episode.
Make sure to give it a like,share it with your friends and
family.
Visit our website and send ussome 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
us to answer about either theautomotive industry or just
business in general.