7 Traits of Top-Performing Service Advisors

Welcome to the big show. Today we're going to talk about the 7 core traits of the highest performing service advisors. The people that maybe create the most gross in the dealership, touch the most customers every day. What are, what are those characteristics? What do the top performers have that the other ones don't? I'm Chris Collins Collins. Hoagie's here. Adam's here. And we talk about that. And then, uh, we talk about a conversation I recently had with Rob Riggle and much, much more coming up right now on Service Drive Revolution. Life is a journey, not a destination. Do you guys remember our conversation about American Island? Airlines a couple of weeks ago?

Yes.

No.

Adam, I feel like it's ongoing, but you can always refresh us.

Well, it's just something really funny happened to me that was totally random and not expected, but we were recording an episode of Books That Changed My Life and we had Rob Riggle on. The actor comedian Rob Riggle. And, uh, he went into a whole story on the show about how bad American Airlines is.

And that's awesome.

He, he told it like we were talking about how the employees are, you know, uh, they have learned helplessness, basically. And he then told me a story about how one of the stewardesses was yelling at the guy in front of him. And I'll leave it for the episode. But I told him, I said that we're starting a podcast about how bad American Airlines is and does he want to be a co-host with us? And he was down. So I don't think it's just us.

I think that there's a lot of people out there They, for sure, they like, like when you bring it up, there's like this little glimmer that comes into people's eyes. And, uh, I, I don't know, like it's, it's funny, um, like there's a, there's a body language thing, uh, that I, that I picked up on when we did a lot of that, that Chase Hughes training. And, um, like, do you guys know what it means when someone has compressed lips? They're sitting at a table in conversation and their lips are compressed. So it means that they have something to say, but they're not wanting to say it. And when you bring up American Airlines, like they get this glimmer in their eye and they're waiting for you to finish their story. And they're like this nodding along because they have their own and like, oh, I can't even imagine what Rob Riggle banter would be like about American Airlines because like I could have part 1 and part 2 episode. Oh, I could only imagine his delivery on all of it. There's just so much passion listening to people go.

Yeah, it was funny too, because I was trying to figure out how he ended up on American Airlines because I think he was flying to New York or somewhere like that. And I was like, try Delta. He's like, yeah, no, that's my new thing. I fixed that. Nobody's booking me on him. You know, I'm sure it was just some assistant that booked him.

Yeah, dude, I'm, I'm all United. I tried the American thing, and I probably said this earlier, I actually, I was, uh, 1K for all the travel for United. And actually, what I was appreciative with American is they'll match your status as you just hit those segments. So I was like, all right, I'll try and do that. Um, Yeah, that did not work out. We talked about it before, getting caught up in that whole Dallas storm of just hell. But now it's like it's the gift that keeps on giving to everybody. I mean, American Airlines, keep at it. The CEO's getting hated on by the employees. So not only it's like the employees are unhappy up, then they're unhappy down to the customers. And then I don't know if you guys are familiar with, I guess they call it like deadheading or something, or something where they, if there's a pilot that comes onto a specific type of flight, they are guaranteed in their agreement, their contract that they must get the best available flight. So there was actually recently a comedian that was on a first class flight from Hawaii to the mainland or whatever to the States. And they moved him and his wife and 2 kids to regular economy for the pilots. So they're just moving people into an economy area wherever the best flights are. And I've heard this before all of the problems, but I know that I have an old colleague of mine that's in a hub in Charlotte. And he said the same thing. He's like, man, Adam, I've got status, but I never get the automatic bump in status for first class. Because they're consistently always putting pilots and putting them over to another, another place or whatever. So it's like—

so you're trying to convince me that American Airlines isn't good at customer service, isn't good at logistics? Come on, they got to be good at logistics. The biggest waste of, of any— the biggest waste is to have a pilot riding on a plane as a passenger You'd have that dude flying the plane. Dude, somewhere there's an American Airlines waiting for the crew to show up, because that's happened to me a bunch of times. They're waiting for the crew to show up. Yeah, it's because they're on another plane. They're in Hawaii.

Well, no, so like they'll, they'll overbook them and then transfer them back. But you're 100% right, Chris, like the logistics is crazy. But the thing is, it's like on United or, I mean, Delta, I haven't flown that much because of where I'm at, but like, I get it. Like they need to go back to a certain place and you have that, but to, to like, customers are paying for those seats just to move them out or like the ones that spend like that million-mile air, you know, that takes time to build that up. And it's a good perk as a, as an employee, but I know like If I'm there and I'm an employee, like a family paid for that. Like those are the type of clients that I want them to be on there. I thought one of the coolest, smallest little things as a customer is that when we were flying, man, I got to have this humble plug in there about the Chicago Bears. We were going to see them overseas in London. So you'll love this, right? But on our way back from seeing them sadly lose to the Raiders at this time, and we just stopped in Paris because it's the only way that we could get our significant others at the time to come with us and allow us to go there. But anyways, on our way back, the pilot saw that I was, you know, whatever status at the time. He wrote on a card, like the pilot, a United flight, actually had his own physical card, wrote there and said, Mr. Cray, like I was sleeping at the time, I was passed out. Thank you so much for all of the time that you've traveled with us. We really appreciate your loyalty to United. And it was just a handwritten little note. I actually saved that card for probably several months. It was just really cool that kind of gave a crap a little bit about the time it takes because there's a lot in these traveling roles that people travel for business. To take away from me or family and everything. For somebody at, you know, an airline like that to actually be able to connect with me or connect with anybody and have that connection to say thank you, it means a lot. But yeah, American Airlines, they're so far away from any of that sort of stuff.

It's like everybody has a story about their— about some interaction. They— like you're talking about that comedian, um, uh, that they have a story about an interaction with an employee at American Airlines. Like, it's a It's, when we were talking about the other day, Chris was like, it's a culture thing. And that's 100% right. Like they, you know, everybody has that story. And the CEO, like when he talks about redefining American Airlines and making a comeback and stuff, he's talking about like the new lounges and stuff. And nobody's going to care about the new lounges if the person, you know, on the other side of the counter and the, uh, getting bumped and moving them to the, you know, just all those different things. Like, it's just, it's too much. And, and, uh, it's funny because you just have to fly them for a few flights and then go fly Delta or United for a few flights, and, uh, you can just feel the difference. Like, it's just, uh, it's crazy.

So I forgot to leave out one part. It was a red-eye.

Okay, I'm glad, I'm glad he made that clear. So American Airlines, Dallas Cowboys, America's team. What if we took Jerry Jones and switched him with Robert Issom, or Issom, who's the CEO of American Airlines? What if he ran the Dallas Cowboys and Jerry Jones ran American Airlines? What do you think would happen?

Nothing.

Exactly. Your answers.

Yeah, I don't know where to go with this.

Yeah, well, we either got to do that or we got to make them change their name. It shouldn't be American Airlines.

The, the pilots he would hire would have a rap sheet. I don't know.

That's funny. Okay, well, yeah, it is what it is, I guess. I've got money on that. He won't fix it. No, just because, like you said, he's just talking about the lounge. Yeah, he's not talking about culture.

Yeah.

So let's talk about the 7 7 core traits of the highest performing service advisors. So the 7 core traits of the highest performing service advisors, these kind of all go hand in hand. And I think as you're listening to this, some of them you might not have thought of, or some of them you're like, oh yeah, that makes sense. But it's what we see in the hundreds of stores that we're in. And I would say too, like, wouldn't you guys agree that the top advisors like just stick out? Like you can just tell, like I have that happening with the Books That Changed My Life. Like there's just certain celebrities that come in here. They're just different. Like they just have a charisma and an energy about them that's different than everybody else. Like people, people say that about, you know, Pres— actually, Rob Riggle and I were talking about that because he said he'd met every president from, I don't know, Nixon forward or something. And I asked him, I was like, who's the most charismatic? And he said Clinton, like, by far more than Obama, more than anybody, just like charismatic. But it's the same thing with the top performing advisors is there's just something about them And it's not that they're charismatic, but they just have like these traits that make them better than everybody else. And, you know, so the first one, number one on our list, is that they're intentional. Like they're figuring out what they're tracking to make. They have a goal for how much they want to write every month. They have a goal for their bonuses and their CSI. But they're very intentional about what it is they're trying to do. And that is the beginning and the end of what they're thinking about. Like, they're there to create an outcome, and that drives what they do. They're not indifferent. They're not just trying to get through the day and see what happens. They're trying to make something out of the day.

Yeah.

They're looking for the opportunity. I remember I remember one time our, our top advisor— this is so funny. Like, I was in a meeting, so I was a general manager. I was in a meeting with two advisors and the service manager about performance of these two advisors, right? And what do you think the two advisors said about why their numbers or why they weren't doing very good? In this meeting? Like, what— just guess, what do you think they, they said was the problem?

The customers, or they didn't get, uh, appointments.

Traffic. It was traffic. They— we need more traffic, right? So I step out of this meeting, and I'm, I'm in the hall, and our, our number one advisor was kind of walking towards me. He's like, hey boss, what's going on? And I'm like, hey, how's it going? And then, uh, our, uh, our drive manager comes up and he goes, Gary, that, uh, that tow-in you were waiting for is here.

And, uh, he leaves.

And Gary goes, oh, I always tell him I'm waiting for a tow-in. So every tow-in, like, he just always goes to the drive manager and says, I'm waiting, I'm waiting for a tow-in. So funny.

Oh man.

And those two clowns are in there talking about we need more traffic.

Yeah, yeah.

It's so, it's so great. So they're intentional, they have a plan, and then they're, they're building everything around that. Number 2 is they're, they're, uh, investigators. They're not order takers. And so They're really looking for the opportunity in every vehicle that they're writing up. They're trying to understand the customer's story and what the customer's doing. They're trying to understand the story of the vehicle. I remember when, when I was an advisor and a customer would come in for the first time and they'd been servicing somewhere else, I would ask them if I could go through their receipts in the glove box or call the place where they'd been servicing to, you know, see what was done before I recommended something. Cause I didn't want to recommend that they do brake fluid or whatever it is. And they'd had it done somewhere else. So I want, you know, I was investigating and trying to understand the story of the vehicle. So then I could come up with a plan for the customer. And so, you know, you're, you're always checking history. You're looking at what has been done. What is due? And what the customer's intentions are and their driving habits, how many miles they're putting on the car, et cetera, right? So really investigating and not being an order taker, but looking at the whole thing as a bigger grand strategy or a bigger story.

Yeah, it seems like they ask a lot of questions, right? That's one thing you learn about a great service advisor is they get really good at asking a lot of questions. And they're just open, you know, just in general. Like, if it's us walking into the store for the first time or a customer or whoever it is, there's just a little bit more openness there. There's no preconceived notion about what's going to happen, whether it's with a client or with us. And as you were talking about that, Chris, it made me think, I forget who you said it was. It was one of your mentors from years back. But he just told you, he's like, you know, the first thing you need to know is that people are either open or they're closed. Like, yeah. And if you naturally were closed off and skeptical and all those things, so it's a decision to be open. And if you are, because like, if you fall into that trap that advisors do sometimes where like, you know, customers say the wrong things all the time. And if you fall into the trap when the customer says the wrong thing, that in your mind as an advisor, you're like, oh, you're one of those customers. Like you're just working against yourself and the customer for that matter. But yeah, no, I think that's a great one. Like they're open, they're asking a lot of questions. And they're trying to get to the outcome. And when you're doing that too, like, I can't help think of the difference between the amount of trust a client feels when you have an advisor that's asking to go through their service records and call another store to ask for the history on the car. Like, you know, there's just a different level of intentionality with that. Um, yeah, I think that's a great one. I love number 2.

I like, I like what you built up on, on that, Hoagie, is, is the trust. Because as we've always talked about, whether it's truck or car, no one likes going to visit the dealership. So it's like, oh, here we go again, how much are they going to rake me over the coals for? So like doing that extra steps and that investigative work to see, all right, Holistically, I know this is what you're coming in for, but how can I get the entire package and just kind of run through that so they know the exact health of the vehicle and what's to come about and controlling that narrative is huge.

Yeah, it's good. So number 3, I have there an insatiable learner. They want to be coached. They want to get better. They're looking for how other advisors do it. Like just think about in our advisor comp, We have this software where the advisors compete against each other every month and they're, you know, on their numbers. They, they want to talk to the other advisors that are doing well like they are, and they want to learn. They will, you know, when we come into the store, they, they're looking for tools, they're looking for ideas, how they can get better, how they can save time, be more effective, connect more with customers. They don't think that they've arrived. They haven't figured anything out in the sense that it's final and done. They're always evolving and getting better. They read books, they're watching videos, but they're lifelong learners in every area of their life.

Yeah, that is bringing up the Top Dog competition. That is something that's interesting that there's kind of 3 groups of advisors when somebody's first introduced to the comp. One is they're indifferent. You have some that are indifferent. There's a group that wants to look at the top performers and be able to justify in their mind why the top performers are performing and they're not. So they want to know like, hey, that store must be in Southern California, huh? I'm like, no, they're in Rapid City. And they're like, oh, they have 3 hours per hour. So then there's that group. And then there's the third group, which is who we're describing here, where they're just like, that guy's at 4 hours per hour. Like, yeah, yeah, he is. Like, how's he do it? Like, what's his— can we talk to him?

Like, yeah, can we talk to him is always the best sign. It's like, yeah, we can. We'll get him. We'll get him in. I've said many times at events with advisors, like, I would, like, I would literally take a vacation day to go watch some of these advisors because once you see it, it's just different. Like, you think it's one thing in your head, but the difference is they're just doing it. That's it. Like, I remember, I remember one time when I first became general manager, there was a guy in our 20 group beating us in new car sales.. And I asked him, I go, can I just come watch? And he was like, sure. And I wasn't even there 2 days. I just wanted to go back and get to work. I'm like, oh, yeah, this makes sense. This system makes sense. And the way we're doing it is we're leaving it to chance. It's more the first one. It's indifferent. We're showing up, and if somebody wants to buy a car, and they're pushy enough, we'll sell it to them. But, like, yeah, it's interesting how people will justify their underperformance, making up a crazy story that they have no proof of whatsoever. But the only way somebody could be doing better than me is they're cheating or they have an advantage. And it's like, no, actually, they just have a higher expectation. The difference is they hold themselves to a higher expectation than, than you do. And they figured some stuff out. It's funny. Yeah, that's a good one. Number 4, I have that they control the experience like they're controlling every aspect of the experience. They, you know, they're controlling the customer from the very beginning, the customer's perception. They're controlling when they're communicating with the customer. They're setting it up ahead of time. They're figuring out what the customer's availability is going to be throughout the day. So the customer can plan. They're calling the customer before the customer calls them. Like they, they're just controlling every aspect of, of the experience and, you know, taking away decision fatigue for the customer. Like a customer gets beat up and frustrated when they have to wait figure out who's going to write them up. And then they got to wait for somebody to call them with an update. They got to wait, you know, it's just like the, the, you know, proactive being ahead of it, framing a customer what to expect, framing them when you're going to communicate, all of those things just relieve the pressure in the customer. Like they don't just want to get their car and get out of there now. They, you know, they feel safe. And they trust us when we have a plan for them and we show up when we say we're going to show up.

Yeah. Yeah. Yeah. I think a lot of times, um, I've heard experienced advisors training a new advisor and a lot of times they, uh, they talk about how important it is to, uh, set expectations. For whatever reasons, we say set expectations a lot of times. And, and you're talking about framing. So framing is, is, is in a way the, the correct psychological term for setting expectations. But I think it lands better when you're talking about this subject because the customer's expectation, they don't know our processes. We joke all the time that people are comfortable coming to the car dealership like they are going to the dentist. And like when you're in an uncomfortable situation, like you don't know, you know, your expectations are all over the place. And so like, controlling the experience, being a good host, being a good guide through the service visit. They're kind of always telling them what's next. And like a little example of that would be talking about the multipoint inspection at write-up, right? Like just telling the customer, hey, Mr. Customer, every time you come in, our goal is to keep you in a safe and dependable vehicle. I'll have the certified tech do a complimentary inspection. Is it okay that I share those results with you when I get them back? Like, I just set a frame or an expectation that I'm going to be able to deliver the results of the MPI later in the visit. But they're always doing a really good job with setting themselves up early in the service visit for the things that are happening next. And they're a good host or a good guide through through that whole process. So like when you talk about controlling the experience, there can be a lot to that. And I think that's one what advisors struggle with a lot is framing or setting expectations. But a lot of times when you're not good at, you know, say selling off the multipoint, maybe you want to practice there, no doubt. But what can you do earlier in the process to, you know, to help set yourself up for success? Um, yeah, that's another one.

Hoagie, I like what you said there and kind of controlling— it's controlling the entire customer experience. I mean, that would— that's what leads into NPS and CSI scores to improve, right? When you control, you be on that offense and carry them through that because they don't really want to be there.

Yeah. It's funny, when I was an advisor, I wanted to charge more. Because I thought customers were in better hands with me than anybody else. And I thought I should be able to charge more for that. Like, I literally thought that, like, I, I think that, you know, I could have, could have got way more an hour because of how the customers felt, you know. Number 5 is they build trust. And a good example of this is when, whenever somebody says, We need, we need to train our advisors in how to overcome objections, or we need to train our advisors on product knowledge. What they're missing is they don't have trust because I never once sold any maintenance to a customer by talking about the viscosity of brake fluid. What I would do is I would pet the dog, I would build trust, and then I would tell the customer like, hey, Hoagie, you're due for brake fluid and an alignment. And then they would say yes or no, but most of the time they would say yes because they trusted me. And I knew nothing about the viscosity of brake fluid. Like, I understood maintenance and I understood the value and that it would save you money in the long run. But I'm not a technician. And so for me to get into the, you know, the product knowledge would have been a disaster because I wasn't a tech. I didn't understand it. The key for, for selling, for good advisors, is trust. The customers trust them. They trust them because they're controlling the frame, which is what we were just talking about a minute ago. They're doing things when they say they're going to do them. They're taking the decision fatigue away from the customers and making them feel safe because the process makes them feel safe. You know, the, the process and the drive and how the customers are handled drives the sales more than the advisor's product knowledge and overcoming objections. Like, if you're overcoming objections with customers, most of the time it's harassment. Like, you're— you don't— like, you just don't understand, right? We've talked about that before, the advisor training out there that's like, ask 5 times. Like, if you ask for a customer to buy an alignment 5 times, They're never coming back. And a real advisor knows that. Like, you've never written service a day in your life if you think that it follows the normal steps of sales training. Like, you can ask 5 times for somebody to buy a set of encyclopedias or a car or some— but when it comes to service and that delicate relationship with the customer, if you're asking them 5 times, they're never coming back. Like, um, and so overcoming objections and all that is a band-aid. You're treating the symptom, not the cause. The cause is they don't like or trust us. And so the really good advisors have the ability of getting customers to like and trust us, right? Through their control, through, through taking away decisions and making the experience better for the customer. Uh, number 6, we have that they're, they understand the business side of things. They're business-minded. So they know what hours per RO are. They understand pricing and gross. They, you know, they're, um, they're, they're very confident in what they're doing. And that, you know, that goes hand in hand with the learning part too. They're always learning. Like when I was an advisor and I didn't understand something, I'd go back and ask the tech to show me. So I could understand or I could present it. I wouldn't call a customer and try to sell something that I didn't understand what it was, right? So the very first time, I'm like 19 or 20, and a Subaru tech comes to me and says the valve cover gasket's leaking. I went back and I said, can you show me what the valve cover gasket is? And they popped the hood and they show me, and then they explain how the oil starts to run down the side and they start smelling a burning smell. And Like, because it gets on the block, right? On those old Subarus, it was right on top. A terrible design, but I understood. So when I called the customer, I was like, hey, I don't know if you smell any, a burning smell when you park the car, but your, you know, your valve cover gasket's leaking. They're like, oh no, I do smell that. I was wondering what that was. You know, so I, I understood what it was before I called the customer. And, uh, you know, just left it to chance. Like, I want— I also, the other thing is I wanted to believe in it because I didn't want to sell something that I didn't believe in. So I wanted to really know that there was a value to the customer and understand how important it was. Because if the customer says, well, I don't really have money or I can't afford it, you know, I want to be able to say, well, you can wait on that, but you should do it in the future. Or no, this really is something that you should do, right? I wanted to understand firsthand how important it was. Number 7 is emotional resilience and ownership. I feel like that's something, Adam, emotional—

being a Bears fan, I thought we were going to turn over a new leaf of not talking about America's favorite Team.

Well, if the shoe fits, wear it. It's emotional resilience. You gotta like—

I'll tell you who's not America's favorite team is the Seattle Seahawks. You know, the, the thing that we've learned about our top performing advisors, they're usually a little introverted and they just kind of manage to the middle. Nothing gets them too excited. Nothing gets them too depressed. They're just kind of in the middle. They're steady Eddie in a sense. They're just, they have a system and they're just, you know, they're doing their thing, but they're not a pie in the sky and they're not, you know, down in a ditch. They're right in the middle.

Yeah. Yeah.

Well, so what I would say is what I do like about the resilience piece of that 7th trait is that I've heard it, you know, especially on commercial truck and I don't think it's that far different from car. Is that when customers come in, they typically can be upset, something's wrong. And it's that resilience on every customer that comes in is upset with something or has a problem to fix. Right. And then so being able to put the other 6 traits there to ensure that the entire experience and not getting upset with the last client or customer that they just dealt with or worked with. And then carrying on to the next one and just starting like a new reset button every single time to be resilient and ensuring that that customer is truly going to have the best experience connecting with them and building out that entire plan. That's where I really, I mean, yeah, I'd say it because one thing that while we were going through the first 6, I was thinking about this and the amount of times that I've heard just people in general in this realm is like, Man, being a service advisor is a thankless job. And I think that when you're taking a seat on the emotional resilience and the ownership, it's a very thankful job and it can be definitely given that opportunity. But it does take a special person and being resilient.

Yeah.

But I think the right people feel like it's a great—

Yeah.

I agree with that. The relationship with the customers is the best part of the— the whole thing, right?

Yeah.

You know, I've been listening to Chris Collins Collins for 20 years say a little service advisor is a little hinge that swings big doors. Like there is a lot of opportunity for them to be the face of a problem, right? Like whether it's between departments or between the tech and the customer, between the tech and parts. It's hard to find one position where so much filters through one person or whatever. But for the right person, that's a great challenge. It's a satisfying role, right? And it kind of goes all the way back to the very first one where Chris Collins Collins was talking about intentionality. Like if a service advisor is real intentional about the outcomes and doing their job very well, you can't stay emotionally resilient if you're not taking ownership. Like when we say emotional resilience, like you're going to have to take ownership of the job. There's going to be a million reasons why you got a bad survey or whatever. And 999,000 of those aren't going to be your fault. And so like, you know, you got to be looking at it like if the car wash is the reason that you're getting bad surveys, then like, what are the things you— are you QCing the car when it comes out of the car wash? Are you, you know, just— and that's always the difference between some of the top ones is they're taking really big ownership. They're looking for the things that they can control. 'Cause nothing else matters, right? Like a lot of times when I'm with advisors, that thing will come up where like, is the customer always right? And you know, the customer's wrong all the time, right? Like we've talked about that before. And I've always felt that that saying should be, the customer's always right 'cause that's what you're left to deal with. Like whatever the situation is.

Yeah, or the customer's always the customer.

Yeah, yeah.

Like it doesn't pay, it doesn't. Like it's that whole thing of if, if you say like somebody has to be right, then that insinuates somebody has to be wrong. Somebody has to win and somebody has to lose. We want the customer to always win. So we will, we will allow them to be right even when they're wrong because they're the customer.

Yeah. Yeah. And, and when you accept that fact and you're operating off of that thing and you're looking for what you can control and and all of those things, like it just opens up this kind of new world where you're just kind of expecting those things to come. And then when they do, you already know how you're going to react to them because you're centered in that space in the middle. And the quicker you get to that point, like that's why it baffles me why so much service advisor training starts in all those different places. Or even if you ask a new service advisor, Hey, what's the most important thing you can learn right now? They think it's learning the business system or learning the DMS and the warranty history or whatever. Not that you don't want to be a master of your craft and master those things, but it's the psychology of the customer. It's taking ownership, you know.

Making the connection.

Yeah, it's these things that get you there way quicker. And the industry wouldn't chew up so many advisors and spit them out the way it does if this was more of the conversation and more of the foundation of advisor training.

Yeah. One other thing that I always think is interesting is when people say advisors are salespeople, they're really not. Like, they create sales, like they're facilitators of sales. But it's way more like most of the stuff that is recommended to a customer they need. They're a facilitator and they're creating opportunity, but it's way more about the relationship and it's a long-term thing, right?

Yeah.

It's not a one-off. It's a relationship over time. It's great. Well, it's a fun, fun list. And, uh, you know, the best advisors are just a little different. You can tell, like, there's something about them. They, they always want to learn. They're very intentional about what they're doing. They build trust and relationships with customers, and they're good stewards of the opportunity.

And they used to work for American Airlines.

That's usually my, my main vetting, um, You know, oddly, I don't think I've ever seen that. Poor American Airlines.

Poor? I don't know. I don't feel sorry for them.

I'm not saying poor at all.

I've been burned so many times.

I mean, there's a lot, there's a lot of people working for American Airlines that wish it was different.

Yeah, that's fair.

Yeah, I agree with that. But like something at the leadership top they for some reason can't find theirself out of a wet paper bag.

They don't understand culture. They're running numbers. It's numbers to them. And they think that marketing can fix culture. It can't. Just doesn't work. I mean, that guy's on TV all the time talking about American Airlines on the business channels, and he's worried about the stock. But I wouldn't buy the stock.

Well, and, and I just— it's weird because I think after we've been talking about this, even like my phone's picking up certain stuff and now it's on an algorithm. But like somehow during the night a few days ago, now they're with like a different banking system instead of like Citibank. It's not like Chase. And now they're trying to do Chase. And that's like all throughout the night. It's just this little sleight of hand. It's like they're trying to find different angles, but I just don't know if they're really thinking about the customers in the end with all this.

No, I mean, I just flew them not that long ago, and the employees are kind of like those advisors we were talking about, is they're just going through the day. They're not intentional. They're not intentional about making it a great experience. They're just trying to serve you the food and be done. You know, like even if you met, they mess up or whatever, it's just like, take it or leave it, guy. Like, what do you want? You know, what do you want me to do? And it's like, well, I don't know. Just be nice. How about that? Like, okay, you messed up my thing, but just be nice. Like, geez Louise. Yeah. Well, fun, fun stuff. We hope everybody has a great week. And for me, Chris, Hoagie, and Adam, we'll see you next time on Service Drive Revolution. Thanks so much for watching this episode of Service Job Revolution. We're uploading new stuff every day, so make sure you subscribe and click the bell icon so you don't miss out. If you have a question you'd like us to answer on the show, call 833-ASK-SDR and we'll answer your question on the show. That's 833-ASK-SDR. For special deals on our books and training, head over to offers.chriscollinsinc.com. Now that's offers.chriscollinsinc.com. I'm Chris Collins, and I'll see you in the next video.