9 Reasons Service Managers Fail (And How to Avoid Them)
In this episode of Service Drive Revolution, host Chris Collins opens with a casual conversation about autonomous‑vehicle experiences, including Waymo rides, Tesla Full‑Self‑Driving settings, and the idea of a Cybertruck driver‑less commute. The discussion then shifts to the core of the show: a detailed walkthrough of the nine common reasons service managers underperform and practical ways to overcome them. 1. Wrong mindset – treating the role as a glorified technician rather than a leader, and lacking a vision beyond the title. 2. Unclear expectations – no defined goals, metrics, or financial targets, leading to maintenance of the status quo. 3. Lack of process & discipline – over‑reliance on people, insufficient systems, and the danger of killing good talent with bad processes. 4. Managing by emotion – letting feelings outweigh hard data, avoiding uncomfortable conversations, and failing to hold people accountable. 5. Weak hiring & talent management – not treating talent acquisition as a continuous, strategic activity, resulting in bench‑shortages. 6. Avoiding conflict & accountability – sidestepping tough talks, which prevents learning and system improvement. 7. Poor time management & prioritization – confusing busy‑work with priority‑driven actions; effective time use follows clear business goals. 8. Insufficient financial literacy – focusing on gross revenue instead of profit, not understanding labor‑per‑RO, net‑to‑gross, or leverage points. 9. Neglecting personal growth – failing to invest in self‑education, coaching, and team development, which limits perspective and innovation. Throughout, the hosts illustrate each point with anecdotes from dealership floor walks, coaching sessions, and personal experiences (e.g., Waymo ride, Tesla settings, alignment machine misuse). They stress that leadership is about systems, data, and continuous learning rather than being liked or maintaining comfort. The episode concludes with a call to practice, embrace curiosity, and prioritize team‑wide improvement over personal ego. The tone is conversational, anecdotal, and instructional, with a mix of humor and earnest advice. Sentiment ranges from enthusiastic about solutions to critical of common pitfalls.
Chapters
Welcome everybody, to the big show. I am Chris. This is Chris, but we call him Hoagie.
What's up, everybody?
Chris in disguise. Adam is here. Today we are going to talk about the nine reasons service managers fail. It's a great list. We have a great discussion about it. We go a bunch of different directions, but at the end of the day, if you want to be a service manager, you are a service manager. You're going to walk away with some tools and inspiration. And then we talk about self driving, which is an interesting subject, a fun one, and much, much more. Coming up right now on Service Drive Revolution. So at the party we had the other day, we had somebody that works on the Nvidia self driving car team who we have a text thread going on, but it's. The self driving thing is interesting in many ways. Like I think about trading my car for a cybertruck just for. For that so I don't have to drive to work. Like, I wish I had a driver. Like, I think every year when I'm sitting down doing my goals, like, what year is it going to be that I. That I have a driver? Right. Because you spend so much time here in traffic, you could get so, you know, a lot done.
Yeah, for sure.
And if I had a cyber truck, it would drive in a. In a sense. But we were talking about the difference between LiDAR and Radar and Tesla and then Mercedes and the other car companies and what they're doing. And it's interesting because we have all these waymos around LA and.
Yes, we know about that.
What do you know about that?
Well, due to recent events with Waymo, the drive that should have been what, three to five minutes was probably about 25, 30 minutes.
You call. You rode in a Waymo?
Yeah. Yeah.
Where were you going?
10:10. Which is like a mile from here, right? Yeah, something like that.
It would. We should have walked.
So did you purposely pick that Waymo?
Yeah, yeah, I did.
So I would never get in one of those things ever. Oh, well.
So since all of our travels.
Pay me to get in one of those.
Hey, well, you know what? It's. We're on the daring side these days. Whether it's planes, trains, automobiles, we want to try it all. So we went from Adam's motto pretty much anything once. Yes, yes. Yeah. Right. I mean, we had the Uber trip from hell a few weeks ago. Going out to Texas. No, that was in Texas. That was like Palm Springs. That was. That's for another episode. But this, this Waymo was interesting. Just as of last Night, you know.
So you call the Waymo. On what app?
The Waymo app.
Oh, it's not on Uber?
No, it's cheaper than Uber.
It's a way. I don't know.
Like I said, I would never be caught dead in a way. Don't say never, because it was never.
It's the second time it was good.
They're always clean, they're new. Guess how many smelly drivers you have to endure In a way.
Zero.
There's something to it.
There's a winning thing.
I'm not. It's not a cab in New York City.
You get to describe it. Yeah, well, there's no poo pour going on.
What was it. What was your Uber thing in Palm Springs? That. That to me is a good reason to choose a Waymo. Not that you have.
Yeah, that was horrible. I don't even know.
I'm not calling a. Like, what is the lowest level of Uber where they come in a Prius? I'm not doing that.
No, this guy came in like a car, but I think he, like. Did you.
Wait, so I'm curious because I've never done this, never would. And I'm surprised you guys did. So you downloaded the Waymo app? Yeah, yeah. Now is there anywhere else that you go that you can do a Waymo?
Only in some major cities, right?
La, Phoenix, the Bay Area.
So no.
No, really, there's like four or five.
So you have a. You have the Waymo app downloaded on your phone and then you pull it up and does it look like Uber?
Yeah, it's pretty close. Yeah.
Okay, so does. How long was it? So you're calling a waymo for a 10 minute walk? Well, you get house.
Well, you know, easy with this. Like, the only reason we were calling a car instead of walking is Dylan had his luggage, so we had luggage. We weren't going to walk all the way through.
But my question is, how long does it take to get there?
Drive wise, it should only be the
Waymo from the time you hit. I want a Waymo. How long does it take to get.
Oh, it took two minutes for the park.
Oh, they're just a ramp.
It's just like an Uber.
Yeah, the thing pulls up and then the doors are unlocked.
No, you have to. As you walk up to the car, it comes up and shows you where your car is and you're walking up to it. And when you get to the car, you can hit unlock on the app and the door handles come out.
It's cool. Okay. And then you, you get in Open. And then what happens?
There's a touchscreen inside. There's one in the front and one in the back seat. So you can sit wherever you want.
What are you doing on the touchscreen?
Yep.
Oh, what about tunes? Can you play music?
All the music you want, but link
your Spotify and stuff. Whatever.
So you plug up my Bluetooth?
Yeah. No, you don't hook up Bluetooth. It's through the app. So, like, my Spotify is linked to my Waymo. So when I get in, my Spotify comes up on the.
Okay. So then once you're in and you say go, it's. It's assuming that everybody's in the car, the doors are closed.
Yep.
And then it goes.
Yep. And then starts taking you.
I mean, those things are always in the way, so it can't be super smooth.
I thought it was.
They out of the way in an intersection this morning? Well, yeah, it seems confused a lot of times.
It's trying to figure things out. So the first.
We're putting this on a curve, aren't we?
We have to see. But it's only two. Two rides.
The fact that I said I would never ride in one. Now he's trying to make it sound really cool when I know it's not cool.
It is.
It is. I think it's pretty scary.
There's all types of viral videos of, like, a dude hiding in the back. You know, the. The train behind Maestros. The. The train area. Like, there's a viral video of one turning right down the train tracks right there. There's another one from downtown LA of one, like, pulling into an active standoff. The cops, like, have guns drawn on this guy in the car. It, like, pulls in the middle and stops and the person's, like, trying to duck and get out of the car. So it's not.
We almost had that moment yesterday, though. We went into some pretty rough areas trying to avoid some traffic for, I think, the LA game that was going on or whatever. So, like.
So it's going around.
Yeah. And there was a car parked in the right choice.
Or it decides.
No, it decides. You can't choose. You can't choose a route.
There's not, like, safe route.
It's not like there's stacked traffic on the way to the Staples center. And it's. And there's a car parked in the right lane and it pulls up behind that car and we just.
A parked car, parked car, parked car
park, no lights on.
Just sits there and just like, we're. We're just.
What is it thinking, is it a stop light or something?
After a while it knew and it started putting on its turn signal and trying to get over.
But then it couldn't have to back up.
No, no. Just kept trying. But like.
But literally you were there for 20 minutes or was it five minutes?
It felt like 25 and it felt like well, five. And then we called the support. Support thing.
Oh, you have a support line. There's a phone in there and you can press the buttons.
They come on over the.
Is it they or is it AI?
I think so. They pass us off. They pass us to probably someone overseas. And then we got like the main hub.
What.
What they couldn't figure out.
Overseas where?
I don't know. Overseas, different dialect.
Yeah, but which one?
International? I don't know. India maybe.
Okay. They got the phone bank.
The first one may have been AI actually. And then it gave us live support when we were telling it maybe we needed. But. But anyway, I'm pretty sure she had something where like, like in a Tesla on the self driving, there's like different levels of aggressiveness. Right.
Like, let's come back to the Tesla first.
What you can. So I think she like turned it up because as soon as we got a hold of her and she's like, yes, even waiting. I'm so sorry. Blah, blah, blah, credit you a ride or whatever. And then like as soon as she started talking, this thing like starts nudging out into.
Oh, it just Like a regular driver. Yeah.
And then.
Do you think she's taking over with a joystick?
I. I think it was like a flyby.
I think she just put it on like a more aggressive setting or something. Like, I don't think she was physically.
Yeah. I don't know. But it just.
Everything was smooth after that.
Yeah, I mean we were only. We went. We went away out at any point for sure. That's what I told us. The first thing I told her, I was like, hey, we're getting ready to bail. And I don't know like how to kill this or whatever, but I'm getting locked.
Are you locked in?
No, you can get out.
Oh, yeah.
Okay.
You have almost full control as a passenger. You can roll down your windows, you can control the music. It's like your car, you're just not driving it. But the first time we took it, it was awesome. Like, no, no issues. This wasn't that bad. It just was interesting taking us way out of the normal. Like if we just walk.
But the, the point is it's got a ways to Go technologically. The thing that happened the other day, which is kind of funny, is we were going to my house. I forget for what.
Where are we going?
To my house. Either way. Missy, my chick, has the new Tesla S and it has the new chip in it, which is the four, I think, or something, and the self driving chip. And so I suggested that Hogie drive so you could check it out because you were, what, employee number 70 at Tesla or something, and you have a Tesla what chips in yours?
It's a 26 model. It's a new.
Oh, you have it. Then why is mine different?
I think the S just has another, like, level of it. Is. Is. Yeah. Her new S is a plaid, right?
Yeah.
I'm not sure if it's the plaid. It probably is. I bet the base S doesn't have.
But tell everybody what got you so excited about what is. What is it called?
I. The first thing I do when I turn on full self driving in a Tesla is I go and select. There's different settings. So there's like, there's like eco, maybe it's called regular. And then on. On mine, it's called Hurry. Like, and so I always go in there and select Hurry. And it's just a lot more. It drives a lot more like a technician or, like, aggressive. Yeah, yeah. And when I went into Missy's, there's all of those. There's hurry and then there's Mad Max. And I was like, whoa. Like, it was like an arcade game and I unlocked a secret level. I was super excited. Like, so I select Madman.
Super excited, too.
Yeah, he was. He was.
I just punched up a little bit. I was like, all right, here we go. Race car.
It was great. It's crazy. And. And it's funny. Like. Like, it observes traffic laws, but, like, you know, normally, like, somebody merging is supposed to yield to you. But like, if you're a normal driver, you kind of. There's an open lane, so you take the open lane and you let the person merge. Like, not Mad Max, man.
Like, it's Wallace, man.
It's. What it is his world, and you're living in it. Like, it's.
How many times did you touch the steering wheel between here and my house?
So, like, to keep. The. To keep. There's. I kind of have learned a lot of tricks. I've used it a bunch. And so by just kind of nudging the steering wheel every so often, you. You keep some of those notifications from. From coming up, right? Because otherwise you have to. If you're not going to touch the wheel like you. You have to be just, like, eyes on the road and the camera's watching you and stuff. So. But like, I. I had it on the whole way, all the way. Pulled. Pulled straight into your driveway. Missy couldn't believe it when we pulled up. She's like, did you do that or did it just pull into the drive? I'm like, no, that's. That's. That's all it. It pulls.
You just touched it for a little bit of resistance on the steering wheel. Right.
Just to know, like, if you're. If you're pretty relaxed. The more relaxed you get, the more warnings it's going to give you. If it sees you do anything with your eyes and stuff like that. So there's a little bit of a trick to that. If it sees steering wheel input, it's more lax on, like, letting you kind of move around.
I think our relationship with cars is gonna change for sure. Like, when I think about getting a cybertruck and it driving me to work like a driver and I can do other stuff, that changes my day. It changes the time I have.
Yeah, yeah, no. No doubt about it.
And I also, like, care less about traffic in a way, because, like, when I'm in an Uber ride, like, if I Uber, you're not paying attention. I'm in the back, and I don't, you know, they always go the longest way.
Oh, yeah.
And they don't know any of the shortcuts. I don't care. I'm in the back doing stuff. It's like, I'll get there when I get there. Right. So it changes your. Your relationship with vehicles in a lot of ways. And I wonder if people will want to personalize their vehicles and will it be as much of a status thing or is it just transportation at that point? I feel like in our minds, it's going to be more just like transportation.
I think so, yeah. Just getting from point A to point
B because it feels more like an Uber or, you know, some sort of. It's just not attached to your identity because you're not driving it.
You don't really like. It's interesting because when you drive, you have your own driving style. Right. But when you put it in kind of an autopilot mode, it's like you just have a specific setting and it doesn't matter. It's just getting you from point A to point B, maybe because, like, there
will be a time, too, I think, where your insurance will be less if you spend more time in letting it Drive. Yeah, because it's safer.
Yeah.
I mean, that Waymo doing all that weird stuff, it's still safer than a human, which is funny.
Oh, yeah.
Like, for sure. I don't think I. I mean, I don't know you, but I didn't feel like it was really unsafe until we got some interesting neighborhoods. So maybe like blacklist.
Yeah, that was the car.
It was the neighborhood, not the car. Yeah, but did you feel unsafe when. When the Tesla was. Because I heard you were like, holding on for dear life.
I'm just waiting for take off.
Exaggerated.
It's always exaggerated. Just like my driving.
He reacted like any average Cowboys fan to this.
Oh, man.
It's kind of.
Wait, so are you trying to say you weren going 90 in the snow?
No, I think that was fake news.
I have a video.
You have? I. I know you can alter videos as well. AI.
I know how to do that.
They've got an app for.
I would spend time to do that. That's funny. You're creating a conspiracy where there's no conspiracy. This is how it starts.
This is exactly how it starts.
So funny. Okay, let's talk about the nine reasons service managers fail. You guys ready for this conversation?
Yeah.
So how about we do it this way? I will read. I will kind of read it and then you guys can comment and kind of tell me your thoughts. So nine reasons service managers fail. The first one is not having the right mindset. And the difference would be seeing yourself as a glorified tech or foreman or advisor versus a leader. Right. It happened to all of us. At some point. We got promoted and we were really good when it was just us. Like, you were really good when you were the tech. And it was. Your success was. Was determined by your production. And now all of a sudden, your success is determined by everybody's production. It's way harder to get everybody else to produce than it was to just do it yourself. Right?
Yeah.
And so understanding that you're a leader and that your role has changed and having a leadership mindset.
Yeah.
Do you think we do a really good job in explaining that, though? I think that in most cases what I've witnessed is it's like a natural progression of a technician or maybe even a foreman. Hey, if you keep producing, getting to a certain level, we're just going to throw you into management. That's typically what I've seen a lot of. We're just going to. That's just the natural progression on. On how it is at the dealership. And then, you know, here's some metrics or KPIs to make sure that you don't fall off of. And here you go.
Well, I think that's a great question. And the thing that, that I've observed and we've talked about it many times, is that service managers, for the most part, don't have a goal beyond that. So the service manager position is the end of their career in their head. They don't see themselves as being a general manager, being an owner. And so if that's the case, human behavior is, then you just try to maintain. You just try to play safe. You avoid change. If you, if you have your, your career pointed at the horizon. Like, if I'm a service manager, but I want to be a general manager, then I have to learn, I have to grow. I have to understand the business and I have to understand how my department affects the other departments. If I'm a service manager and I just want to be a service manager, I just got to protect my thing. And that's where you're not a leader anymore. You're, you're at best a manager, like you're saying. But you, you don't really try to do anything above average. Like, you're not trying to be great at anything you're trying to maintain.
Yeah.
And that also scares me too, because I've came across this where they kind of become a tower of knowledge as well. They don't really coach and mentor to bring others through some sort of ranks to protect that sustainability just within. So nothing upsets the apple cart.
Yeah, like, that's, that's one thing too, on a, on a little bit of a different subject. But I think it's important to this point is like, if you think about our coaches and how, how many people they get to affect in a way that makes them better and what I them is the people that they're training or helping. That's a completely different thing than the average manager who's just trying to maintain, you know, it, it's way more fulfilling to make other people better, make other people's lives better than to just maintain your own. Because invariably you start playing not to lose instead of playing to win.
Yeah.
Yeah.
One of the biggest light bulb moments I had coming to work for you is when I started with a store, I started seeing this thing that happened over and over and over again. And like when a store starts with us, a lot of times you have the owner that is like, hey, you know, here's my service manager, Bobby, or whoever it is, I'm not sure if Bobby's the guy. Do you think Bobby's the guy? And we always tell him the same thing, like, give us Bobby. Like, you know, most of the time we're successful with them and having those conversations. Like, the owner almost always says, GM or somebody on the executive team. Like, I'm not sure that Bobby's the guy. And they're like, hey, I really like Bobby. He's the first one here. He's the last one to leave, like, all that stuff, but he stays busy with all the wrong stuff. And I don't know what to do about it. And it's super frustrating to me, but I really like him. And then I'll go to Bobby, and Bobby, you'll say something to the effect of like, hey, I really like working for these owners. They're a great family, but I'm the first one to get here. I'm the last one to leave. And I feel underappreciated. And I work really hard, and I don't think anybody appreciates it. Like, you got to get out of your own way. You got to have the understanding that. That your bosses, your executive team, your customers are basing you on how your team performs, not on how hard you work. And it's a. It's a tough thing to, like, come into a leadership position, especially if you're. And have that realization. Yeah. And if. And if. And if this is the end of the road and there's nothing bigger than that and all that stuff it does, it forces you into this weird world of maintaining and. But you have to get out of that. You have to have some way to view yourself differently, you know, to be able to see. See past that a little bit. Right.
It's funny you say that, Hoey, because that, I think, can be painted on a broad brush in almost any sort of, like, business. Right. I put in all this hard work and effort. Nobody sees it. It's like, okay, but how effective are you at driving the results with your time? Because you think about it, if you had to put bookends into it four or five hours, and how effective you are in that four to five hours, you're turning results, maybe you don't need to be there at 5am to 9am closing up or whatever. Right. Like, if you can be more effective and driving to those results. And it is a mindset.
True.
Yeah. And so then the other part of that is that same dealer that asks you what you think of Bobby isn't sharing the financial with Bob. Bobby doesn't know what the real goal is there's no clear expectations. Right. So that's number two is having clear expectations and intention about what you're doing. Most service managers fail because they're trying to maintain they're not headed towards any sort of goal. They aren't driving everybody towards a mission. There's no clear outcome or intention with what we're trying to do. And once Bobby has a clear intention and understands where the leverage is and how to read a financial, how to create profit, it completely changes the dynamic there because we start getting results and then it's not about Bobby anymore.
The.
The problem with that scenario is it's about Bobby. It should be about the business.
Yep. Yeah, yeah. Clear standards and expectations focused on the outcome. Yeah. It is funny, like, you know, there's an exercise we do with clients that's called misstops, where we're just looking at CPROs and looking at missed opportunities on those tickets. And it's funny because when you first start with a client, if you ask them how they feel they're doing on maintenance, everybody feels they're like, the standard answer to that question is, we could do better, but we do pretty good. And then we'll go review 25 ROS. And they're 95% neglected on offering the maintenance that was due on that vehicle. So it's gotta be facts over feelings, like having clear standards and expectations. A piece of that is understanding, like having feedback loops or looking at your CPROs. Being in the service drive and listening to customers, like, downloading the reality of what's happening, you can feel like you do a pretty good job. But, like, if there's cars out the door at seven o' clock in the morning and you don't have to process, your customers are telling you. It's not like you got to listen to that. If the RO says you're 95% neglected on maintenance, you're. You're not doing a pretty good job.
My favorite is the Hunter alignment check machines, because they will. They invariably, either the dealer or the manager be like, oh, we got the Hunter quick check. What is it called? Like, yeah, whatever. The drive over thing. So. And then you look at how many alignments they sell, and they're not selling any alignments, but they got the machine. And you're like, what are we doing? We don't need the machine to sell alignments. We need to sell. We need the intention to sell alignments.
Yeah, like the.
The clients we have that sell the most alignments don't have a alignment machine. But there's this thing in our head, especially dudes. Like, we like stuff, we like technology. But the real thing is, why don't, why don't you like the outcome, the goal, like the intention? It's funny, I mean, I wish I had a dollar for every time. Oh, they're like, oh, we got the alignment.
The standard thing with that is.
You sold 12.
Yeah.
In a month. There's a stack of printout internal.
Well, that. So I've got one for you.
Or the printer doesn't work.
There's several truck dealerships that will go into and they have, you know, a certain amount of bays. And you always ask them like, okay, so how many bays do you have? They're like, oh, we've got 12. Okay, how many are working? And it's like, well, let me see. So you go walk through. It's like seven or eight. You've got one cluttered with some special tools and some lifts. But the one that always gets me is yeah, they have an alignment machine there. Okay, so how many alignments have you been able to sell or whatever through there? Some of the business when you're doing some of the multi point inspections and like, well, actually doesn't work. So they've tied up a bay with an alignment machine. It's a bigger piece of equipment. Okay, so how much would it cost? Probably not all that much. So when we get it fixed within that week, all of a sudden when we're following that type of process and offering it to a. A customer coming in. Oh, Adam. We've just increased, you know, just in the month alone, you know, 8 to 10 grand by just doing that thing. It's a. Guys, you see it like, trucks are heavy equipment. I mean, they're always tested every day. You, there's no way you can't be selling that stuff when the stuff works.
Yeah. You know. You know, it's funny, car service managers wouldn't understand this, but truck service departments don't sell tires. They don't stock them. They don't have. Like, they're not in that business. They want, you know, they literally want that business to go somewhere else. They don't want it. Which is nuts. Absolutely nuts. I was like, literally almost got my ass beat by somebody. Well, because I suggested. They've literally asked me how could we get our sales up. And the Goodyear down the street's killing us because they do an oil change for $350 or whatever. And I'm like, well, why don't we start doing tires? We do not sell tires. I'm like, whoa. It's like I called your mother in law ugly or something. We do not want to make money is what I heard.
Well, I'd also say if I ever were you there for that, I was there for that. And I'm recalling our conversation. I think even if we were selling tires, I don't know if they were able to turn the vehicles fast enough in there either. But so, man, that's a different answer.
Adam.
Yeah.
If you said, well, I don't know how we would do that. I don't know if we're set up for that. Is way different than I will never ride in a wayo. I won't.
Don't say never. Never is a long time.
That's when I feel pretty good about saying never. But I wouldn't say I'd never sell tires. Yeah, I'd want to know more about it. How would that work? Yeah, see, that's because they're letting that go.
I mean, but that goes back to the first one in that mindset. It was just, it was. Wasn't even curious or curiosity. And to think it was possible it was just shut down.
Yeah. Okay. Number three on the reasons why service managers fail, lack of process and discipline. I will, I will tell you guys. Early on, when I started fixing service departments, became very clear to me that the most important thing, and it's an interview question I ask people when I, when I interview for coaches or service manager or anything, I'll say, what's the recipe to a turnaround? And if the first thing they say is people, they're not getting hired because it's process. It's systems and process. If you think that people are the most important thing, you. You're probably underperforming. You are underperforming. It's the process. And then you put good people in, but you will kill good people if you have bad processes.
I really appreciate making that point because I feel that outside in our current environment, that is always misconstrued. Folks always want to start with, it's about the people. It's about the people. Well, in any business, you can put great people in there and just spit them out, chew them up, spit them out without that process.
Okay, so like, like, let's just, let's just do a little, a little dive into human psychology and the flaws in humans, right? So if Hoagie's daughter is up on stage in front of an audience singing, and she's not that good, even though we know she is good, but she's not that good. What. What is Hoagie gonna say?
The best performance. She's the songbird of our generation.
Yeah, exactly.
Which is the truth, by the way.
And let's say that there's a Bears game going on and the ref makes a questionable call, which has happened, and they, they. The coach challenges it and they uphold that call. What is Adam going to say
that they were on.
It's a Bears game and the call goes against the Bears and they. They review it on replay. What is Adam going to say?
That it's fixed.
Yeah, it's fixed.
Yeah.
So as humans, it's very easy for us to be biased. Correct. Would we agree with that?
For sure.
The biggest bias humans have is being humans, that we think people are the most important. There's a great book out there. We did a book report on it called the Person or the situation or the Person and the Situation, which just goes through how basically in every situation, the environment, there's everything else matters more than the person, but we attribute it to the person. And they start off with the analogy of the NFL draft.
Yeah.
And that your success in the NFL has way more to do with where you get drafted than how good of a player you are.
Yeah.
And there, there's countless examples of that because what is it? Like, half the people that go in the first round aren't playing in two years.
Dude, come on, man. Like, this is where you can insert the Bears is we take good draft picks and chew them up and spit them out and they go somewhere else.
Well, I, I told you that about the Bears. I go, it's not the quarterback.
Yeah.
You don't need to draft another first round, like, top of the heap quarterback. It's the system. It's the coaches. They're burning those kids out.
Yep.
And that is, you can definitely see that can contribute to the coaching.
Sam Darnold's an example of that. It's the system.
Yeah.
It's the system, like defense and running the ball makes a quarterback look really good.
So businesses, you know, we'll say, car, truck, doesn't matter. It's all the same. It's about the systems. Yeah.
If you think you're going to get lucky because you're drafting the top of anything and your system suck, you're going to burn that first round pick out. And that's just how it works. And so, you know, number three is it's process over, over anything else. Number four is managing by emotion instead of managing by the numbers. It's, you know, you'll tell me all day how you feel like you feel good because you have an alignment check machine in the drive, but you're not selling any alignments. And so, you know, a real leader will focus on the actual results even if it hurts. A real leader will be posting the times that the text flag the day before in the shop. Even if in the beginning it's a little uncomfortable and you get a little bit of pushback. Right. But at the end of the day, it's not about feelings, it's about outcomes. And the truth of the matter is, is in, in my experience, most people disguise the feelings thing as being more important than it really is. Because in the long run, if you really care about people, you will set them up for success. An example would be being a parent. Yeah, you want your kids to like you, which isn't your job. A parent's job is not for your kids to like you. But I think if you're a good parent, they will like you. But I want them to respect you is what I want. But you let your kids do whatever they want because you want to be liked in the moment, and then your kids turn out terrible. That's not, that's not good parenting.
It's reflection.
Right.
For sure.
But having disciplined kids, you know, doing the thing that isn't comfortable in the moment, telling your kids the truth, not always like, you know, comforting them when they messed up, you tell them they messed up, you tell them the truth. Real life stuff sets them up for success later on. Discipline sets them up for success later on. And not letting them go to the concert when they're 14 with 18 year olds or, you know, whatever it is.
Yep.
And so it's the same thing with being a leader in a car dealership or on a sports team or anything is it's about the mission, it's about the outcome, and not about the emotions. And we already established that humans are biased. But the, the number one driver of all humans is to be liked. We want to be liked. We feel safe when we're liked. We want approval and acceptance more than anything else in the world. And unfortunately, that makes you an employee. If you want to be a manager or leader, it isn't about being liked. It's about setting people up for success. And I mean, the best example of this that I have is I had. My used car department was an absolute disaster. And so I went out and I found a new manager. And this new manager was really good, but he held everybody accountable. Like he backstopped every deal. He was in on everything. He was making everybody do their follow up. He was holding them accountable. And I came into work one morning and I think it was like four of the sales people and there were only eight over there in the used car department. Like half of them were sitting there and they're like, we want to talk to you, boss. So I'm like, okay, come on in. We close the door and they're like, we're going to quit. This guy, he's in. We know what we're doing. We've been here forever in this whole long thing about. Basically you could just sum it up of we don't want a process and we don't want to be held accountable. And we, you know, we want things to be the way that they were understanding that the reason why the new manager was there is because the results weren't there. Like, you have to change behavior to change outcomes. And those same four salespeople three weeks later came in my office and they go, we love him, he's the best. You know what happened between then when they first came in and the three weeks later, you know what happened? The difference, they got their paycheck, they made more money. That's leadership. Right? And so being liked and it just, it isn't one in the same. Now if you're really good at it, you can have both, but you can't prioritize being liked over the actual results.
Yeah, the standard's the standard and it goes back to systems a little bit. And if you have systems and there's clarity as to what the thing is, is that has to happen, that's gonna happen, then it makes it easier to hold people accountable to that thing. And, and it helps take the, helps takes the emotions out of it. Right. Like, but, but that's an interesting thing. And like from the outside looking in, one thing that's interesting when you, when you go places is, you know, good leadership isn't the common thing, but when it's already there, you can hear it when you talk to the employees because like I always ask, like, hey, what, you know, what's Bobby like? Or whatever. And when you get the answer that, man, Bobby's really tough. Like, he's really tough, but we've gotten a lot better. Like you'll get some answer like that it's a telltale sign of good leadership that like, and you can hear it when they're talking to new employees and stuff like that. Like when there's good leadership and they're held to the standard. And that's the thing is that the system that we're executing on is just the thing that's going to happen, and they're held accountable to that. You see your culture start to grow because when new people come on the team, they're telling the new people, like, hey, don't do that. Bobby's going to be all over you. Like, just take it from me. And then if they still don't do it, then the thing happens and they're like, hey, I told you so. Like, it. It's not intuitive, but I think we live in a world where, like, we talk about how great it is to live in a democracy and we have freedom and we have all these things, and that's great. And United States is the greatest social experiment in the history of the world. But it's not your business. Like, the service advisors don't vote the service manager into office.
Right.
Like, there's a leader put in place to lead the, you know. Yeah. And so this thing of I want to. I want to get their buy in. That's another telltale sign that you're not like anybody. Why do I want their buy in?
I want to get their buy in. You're in for a long, long day.
Yeah. You might as well just come out and say that it's more important that they like me than the results. Yeah, you might as well just say that.
No, what you want to do is remind them of the business we're in and then drive towards an outcome. And if they're there for the right reasons, they will buy in automatically. But unfortunately, if we're having this conversation, you probably don't have the right team and you're trying to get the buy in from the lowest common denominators.
That's fair.
There's a saying. There's one thing monkeys have the key to you.
There's one thing that I know that we have encountered in previous years. There are some service managers that have gone through that natural progression. And when we talk about numbers, they know that there's numbers there, but they don't know what levers to pull and how the numbers are made up. So, like, I would throw out there that if you are a service manager that's been doing it for, I don't know what is. We came across some folks 10, 15 years, and when we go through, like, what that hour of labor means to them, it's like tears because someone's actually shown them the light. So I think we'd be remiss to say, like, if you haven't asked for a financial ask For a financial start going through some of the numbers and like it's okay to be a little vulnerable and just saying, I don't know what some of these numbers are held to, even if you've been in the role for some time. Because I, I would say that what I've witnessed is the respect level from upper management by just asking some of those. But I think we've witnessed some of those light bulb moments and it's like, man, no one's really helped me kind of show me the way on some of those cases. I know I've seen that a lot more on the, probably on the truck side due to, you know, my exposure on that side. But man, there's nothing more like humbling and just a little humility and just saying, okay, like you don't know it, but we're going to get there. So that they can drive to the numbers more than the emotion. Because I feel like they've had them in a way have had a driven with emotion versus the numbers if they're willing to do so. Right.
Yeah. And it kind of goes back to what we were talking about of like them staying busy with the wrong stuff. If you don't know, you're going to go back to what you do know and then you're trying to do it all on your own and all that stuff.
Number five on the nine reasons why service managers fail is weak hiring and talent management. And I think you can just sum this up by saying you don't see yourself as a collector of talent. You see yourself as a manager of what is there. You should always be upgrading your team. You should always be looking for more talent. You should be always training, working with. You know, we see this too many times where we'll go into a dealer group and they'll own 20 stores and a manager will leave and there's no bench. There's no bench. We got to go 20, it be 20 stores and we got to go outside to hire a manager. Yeah, no bench. Yeah, yeah, it's, it's the, it's the curating and, and growing and recruiting of talent. You're a people collector.
And if the things we're talking about, like if you, if you feel like we're talking to you and you realize you don't have those, what you, what you don't have as a culture, when you do all of these things and these behaviors are happening, that, that's culture and that's a, you know, another conversation. But when you have those things, you have culture. If you don't have it. You don't have culture. And the fastest way to improve culture is with the next person that you hire.
Yep.
For sure. For sure. Number six, avoiding conflict and accountability. Man, I run into this all the time with trying to make things look better than they are. Look at the numbers better than they are. Are. Avoid tough conversations, avoid calling the person you gotta call because you know they're upset. It's, you know, the, the problem with that sort of mindset is if you're the type of person who avoids confrontation, avoids difficult conversation is you're probably not learning anything.
Yeah.
Because you learn the most by, by stepping into the chaos. Like you learn what's broken in your systems, you learn what's failing, you learn how people actually really feel about things. And the more honest you are about the numbers that, you know, it's like, like when we were talking about the shop foreman thing and how like they've come up with these numbers like proficiency and efficiency and to make themselves feel better. And it's like, no, there's eight hours in a day. What did we fly? Like, we don't need to look through the, the rose colored glasses to feel good.
Yeah. Yeah.
There's no reason to be so insecure that the truth is paralyzing. Like the truth is the truth. You want to step into it like.
Yeah. Looking at financial free, it amazes me how often I have to answer the question like, hey, what's your total overall whatever. And they're like, including quick lube. And I'm like, well, yeah, yeah. So we're just gonna, this one's, we're gonna leave this over here. So we feel.
And this one makes 75. At the end of the day they're breaking even, but they wanna talk about the one making 75.
Yeah, it's, yeah, it's.
And somehow those aren't techs or customers or advisors.
Yeah. Like give your, give yourself permission as a leader to not make compromises. When you define a system and you define a standard, it's okay to hold people to that standard. And like if you find yourself making a lot of compromises and, and looking at that advisor and you see the walk around not happening, you see the menu presentation not happen, the multi point not happening, whatever it is, like if you see it, say something about it, like address it. Every time you make those compromises, it's a detriment to, to your outcome. You got to give yourself the permission to be a leader. And when the thing's not happening, you, you call it out a Hundred percent of the time.
That's a death by a thousand cuts for sure when you allow that to happen.
Yeah. And I, like, I would say, like, you can kind of probably say this better than me because I'm talking about myself here. But I, I go right for it. Like, if somebody says something or I've heard something about somebody, I just call that person.
I'm not, yeah.
I'm not looking for 25 different opinions. Let's just get right to it. Like, okay, like, what's going on? Like, it's just, I don't have the time. Yeah, I don't have the time to wait and hear another opinion, then let it get worse or whatever. I just go right at it, like, and it works like it. I feel like not only is it more effective, I sleep better at night because I don't want to worry about stuff, you know.
Yeah.
Number seven is poor time management and prioritization. I've thought for a long time that all of these time management books are treating the symptom, not the cause. Your time management is directly in relation to your priorities and intention. And I'll just give you an abstract example is if this building caught on fire, my priorities would be to get out of this building and I would get out of here as quick as I could. If my priority is to be number one in CSI or my priority is to be 40% net to gross, and I'm really committed to that, my time management will take care of itself because throughout the day I will realize these things are getting me further from my goal and this is getting me closer to my goal and I'm going to spend more time on the stuff that gets me closer to my goal and not the other stuff. And time management will, in a way, take care of itself if you have clear priorities. Right. Like, I set up my schedule that I have meetings on certain days, I do things on other days. But I'm not leaving it to chance. It's intentional. I'm not just like waking up Monday morning and going, well, let's see how the week goes. It's, it's very planned out and it's, it's aligned with what it is that I'm trying to get done, you know, in this, at this point in life. So of really having priorities and, and being intentional about what you're trying to do versus indifferent. But most people have goals, but they're really indifferent about the goals. If they don't hit their goals, they just start making excuses. They don't get upset enough to change Their behavior. And that's that. Unfortunately, that's most of society.
Yeah.
They'll make a goal. And then. Well, I mean, okay, so right there at the. At the end of December at the gym, I couldn't find a parking spot. Last week, just about every day I pulled right up front, like, that's. There were a bunch of people that had goals to join a gym and go. And it's. It's like, you know, we're, what, a. A couple months in and, yeah, here we are.
They.
They. They weren't intentional.
I think it goes back to they. They were. They tried.
Well, yeah, but they're going to say, oh, I have to work, or this, or, you know, they'll make a million excuses, but I'm there. Like, I go to bed early. I eat different. Like, I'm not. If you invite me to. To go out partying on a. On a Sunday or a Monday or I'm not going because I got to be at work. Like, I'm intentional about what it is I'm doing. Am I? You know, the other part of that is, even, like, I don't. It's not a question of whether I go to the gym or not. Like, I'm at the gym this morning, like, setting up my day, because if I can do that extra set, then when things get tough at work, I can do that too. Like, it's setting. It's setting up my character in a way.
Yeah.
You know, and that, to me is more like, I'm beyond half whether I show up or not.
Yeah. You know what feeds right into that, too, is a lesson I learned from you years and years and years ago is there was a group of us talking about. At a coaching meeting, talking about work life balance. And, like, how I love that. How do I get work life balance?
Let's do an episode about that.
And, like, the thing is, when you're. When you're. When you're so focused on a goal and you have so much intentionality, you become more effective. When you become more effective, all of a sudden, I don't have to be the first one in the building and the last one out, because I'm really effective when I'm easier when I'm there. Like, work life balances is really just saying you're not effective. No.
Like, I'll do. I'll do something. I was going to say this earlier, but I'll do something where I don't show up. And what do you think happens?
Nothing.
Well, I mean, I'm measuring the. I'm Measuring what happens when I'm not there. But what does that tell me? Like, I've felt pretty good lately when I don't show up, things are still moving. And like, Mike's doing a really good job of driving stuff.
Yeah.
But if I was here, I wouldn't know
the difference.
And also, like, is it me or is it the team? Like, I want it to be the team, I don't want it to be me. Right.
Yeah.
And so just try, like, try not showing up and watch how things get done if they don't get done. You got some work to do.
You.
You need to train, you know, you need to. I just, I think about this, and it's a little abstract, but I really think it's a good point. Is when I was a service advisor, I had no idea what the financials of a service department were. I had no idea what the numbers were that I was judged on. Like, the manager told me if I dropped below 2.5 hours per hour, I would be fired and have to go back to the wash rack. But nobody could tell me how to calculate hours per row. If somebody would have taught me the financial statements and what gross is and profit and when I discount what it does and all that, would I have been a candidate to be a manager there? Like, I would have, my behavior would have changed, my thought process would have changed, my overall view of everything would have changed. But instead it was all a secret. Everything was a secret. And it was this top down, do this thing, but you don't get to know what the thing really means. And you kind of feel gaslit in a lot of ways. And so that's real leadership in growing a team is explaining to them why we're doing the things that we're doing. And then you don't have to worry about buy in because it's just black and white. Like, we do this, we lose money, we do that, we make money. It's. It's common sense that you don't want to lose money. No. It would be rare that anybody would work in your business and go, yeah, we should lose money. But what invariably happens is we don't tell them we're losing money. And then we get passive aggressive and start taking away the car wash and the unit. Like, we start cutting all this stuff, but they really never were given the chance to help make it do it the other way. Right. Like, it's always by deduction.
Yeah.
Instead of by opportunity. Like, the thing that I like to do is I like to present everybody with the opportunity and go, hey, do we want to, we want to go after this or do we want to deduct? Do we want to cut or do we want to see what we're capable of and see if we can, if we can do something bigger? And if everybody participates in that thing, it's a, you know, it's a win, win in that way. Number eight, not understanding the financials.
Yeah.
So many managers are chasing gross, not profit. Oftentimes they don't even understand what it is.
Yeah, yeah, yeah. And like, we talk about this in. When new clients sign on to our coaching program, we have a boot camp and they come to la. And one of the key things we go over is, is how to, how to, you know, understand. Basically, one of the goals that we have for our coaching clients is to make a little better business person of the service manager. And, you know, I always kind of start off that section with saying, like, I'm not a certified public accountant, and my goal isn't to make you a certified public accountant, but there is a basic understanding of the financials. You don't have to get too in depth. You can have a basic understanding of them and use them to make great business decisions, you know, for your department. But it's always kind of, no matter how many times we see it, kind of like you were talking about, I'm all, I'm still taken back by the person that sees the financials for the first time and they've been working there for a long time, like you said, and realize they're losing money. And yeah, it's, you know, it's not,
you feel bad for them that no one's really been able to show them the light. But it's great when we give them that opportunity to kind of see that now they can make educated decisions because no one comes to work. I don't care where you're at and say, I want to lose or I want to suck today.
Yeah. Yeah. Well, business is about leverage and money's moving around all over the place. And it's, it's the most true in a service department, probably more than a lot of other businesses. Like, how many other businesses would kill for the amount of opportunity that's flowing through a service department every day?
For sure.
Like, in understanding where that leverage is, it's just a basic, it's really some basic, basic math to understand the financial in a way that you know where the leverage is. So, so you can drive your, you know, your department to the property.
You can bring your teams along for that. That journey and that pathway to success. Yeah, right. So you don't need to get consensus if you're bringing them along and educ them the same way. Don't. Don't leave them behind.
Yeah, yeah. And then the, the last one. And it, it kind of feeds into my story of how I learned the financials. So I traded consulting company my services. So I did advisor training for them for free for them to teach me the financials, because I knew that understanding the financials was the thing that would make me better than everybody else, because nobody seemed to understand the financials. When I would ask people to explain it to me, even general managers that I worked for would go, well, I don't understand service. And they'll be like, I can tell you about sales, but I can't tell you about service. And nobody understood the financials. And so I traded my services to learn that. And then the last one is, is number nine is most service managers fail to invest in themselves and to constantly improve and learn. And, you know, we, we purposely price like we have on demand, which is a couple hundred dollars a month where you can learn all of this stuff we're talking about. But it's very rare that a service manager will invest $250 a month in themselves, which is nuts. If, if you looked at how much I spend on myself. I mean, it's. I've spent millions of dollars in training in all different, you know, things like I've. I've learned psychology. I've learned how people, you know, function in the CIA and the FBI. I've learned about art. I've learned about business. I've learned about math. I've learned about. I mean, the, the. You can just look around this library at the different subjects that we have and how many things that I've tried to figure out or tried to understand. And what's always fascinating to me is that people think that. That the thing they're doing is unique and different. Like, people think like, oh, I work in a hotel, so there's no books out there about hotels. So, you know, it is what it is. Like, it's all connected. It's all connected. Like humans are humans. Like, people will say, well, you don't understand, Chris. It's different here in Canada. I'm like, what? In Canada, people don't want to be greeted in a nice way. They don't want to smile. They don't want to feel like they were taken care of? It's different in Canada. No, people are the same everywhere. They, they want to get value for their money. They want to feel like they matter and they're respected and they want it done in a. In a way that isn't painful and they don't have to make a lot of decisions. That's what people want everywhere. It doesn't matter. And so to think that, you know, because. Because we work in automotive, that it's different than hotels or restaurants or, you know, any other kind of business is. It's insanity. Like, you can pick something up from everywhere. You can learn, but the commonality is systems. And humans. And humans behave the same in just about every walk of life in that way. And so really learning and investing in yourself, like reading books, going to classes, that sort of thing. I've flown all over the world to hear people speak or to go to different workshops and learn. And I continue to do that constantly because I always want to be learning. And then invariably I will learn something that is connected to something else. You know, the older I get, the more I'm just connecting dots, really. Like it is about connecting dots.
Yeah, I think that a great illustration of that or like, as you were just thinking about investing in yourself is invest in your team too. Like, I start thinking about our team and the book reports we're always doing on the coaching team. And so many of us can tell stories over books we were reading that changed us as a coach from lessons we learned in that. And like, one for me was the Creative act by Rick Rubin. Like, it. It changed the way I go into a store now and how I see it and how open I am to just letting the asking questions and letting the information come. Like, I could go on and on and on about that. But yeah, invest in yourself personally and in your team. Be doing things that help open them up.
I almost sent you guys this, but I sent this to a couple people. One was I sent it to Chase. But there's this interview that Rick Rubin does with George Saunders. So George Saunders is an author. I had never heard of him. This is like listening to Bill Belichick talk about the. What's the guy who hikes to the kicker?
The longstepper.
Yeah, listening to Belichick talk about the long snapper. And it applies to life. Like, just if you. If you go to YouTube and. And pull up Rick Rubin and George Saunders, and it's just Rick and George sitting in the grass in Malibu at Rick Rubin's place and listen to this conversation. It's two hours long. And you would think, well, I'm not a writer or I'm not an artist, but everything they're talking about is process and systems. Like, he's talking about his process for writing and his approach and the things that he's learned over time. And it's no different than anything out there. The difference is the intentionality to get better and to learn. And he's a teacher, so he is a professor at a college, and he's teaching creativity and writing. And he talks about that, too, like how to teach and how people learn. And it's just fascinating. And he asks Rick questions, and it's such a great conversation. But most people would say, well, I'm not a writer. What could I learn from a writer? And it's like, you can learn something from everybody. That's also another thing, just in wrapping this up, and I know we've been going a while, is there's this thing that I've noticed about humans is, like, the first thing that people do a lot is they try to figure out where they are in the hierarchy. And what makes people really feel good, especially people that are insecure, is to feel like they're at the top of the hierarchy, to feel like they're the smartest person in the room or they're the best in the room or the most talented in the room. And I started paying attention to this because a friend of mine was telling me about this Andrew Tate video where Andrew Tate said, whenever two guys meet, even if it's unconscious, they're sizing each other up to see who would win in a fight. And then it's. And I'm paraphrasing because I never. Like, I don't watch Andrew Tate, and I don't get it, but basically, the premise was that it's ingrained in us to size up another man and figure out if we could beat them in a fight. Like, if you and I meet and we're strangers, that we're wired to do that. And I was like, absolutely not. Like, I never. I'm very in tune with my unconscious mind there. I never meet anybody and worry about whether I can beat them up or they're. I mean, first of all, if you've lived as long as I've lived, you realize that the biggest guys are usually the biggest wimps. A little guy will surprise you, right? Like, in his prime, I was in a club with. With Oscar De La Hoya, who is Tiny, Tiny, Tiny wouldn't pick a fight with him because he's a. Like, you know, I know lots of little guys that I wouldn't want to fight because they. Their Technique is so good, they're so fast. It just would not be fun. Like, even if I sat on them, they'd figure out a way, right? And so the thing that, you know, you learn is that there's contradictions. The biggest guy isn't the toughest guy. The smallest guy isn't the weakest guy. Like you don't. You stop looking at life that way, and you stop wanting to be superior. But the point that I'm trying to make with all this is it isn't about being the smartest guy in the room. It's not about being the best in the room. It's about what can you learn from everybody else in the room and who else is in the room. And so you can learn something from everybody. Everybody knows something that you don't know. If you think about all the knowledge out there in the world and how much we really know, which is very little. And it's limited by our experience, by our access. Like, you know, you think about somebody who's lived in. In one town for their whole life, never traveled, never gone outside of their two interests or whatever it is, and they're still talking about the good old days when they played high school football. Like, you know, that's a pretty limited perspective. And even that person knows something. I don't know. But they're pretty limited in their, you know, in their scope of wanting to learn. And so, I mean, I just think you can learn in any situation, but it takes a change in perspective, is you got to be the one asking the questions. You got to be the one that's curious. And you can't shut it down by saying, well, this is good enough, or we know enough, or we got this figured out. Like, nobody successful that I know ever thinks they have it figured out. They never stop learning and practicing. They never stop trying to find out things from others, you know, and, yeah, I mean, that's the thing, is, like, you've never arrived. You're never the smartest, you're never the best. And even if you are, somebody's gonna come along and knock you off. That isn't the mission. The mission is to learn and to understand and contribute to others. And you can't contribute to others if it's just about you and you're closed off. It's gotta be about curiosity and learning and, you know, figuring things out. Yeah, I mean, it's funny. Like, I went and saw a thing at lacba, and I'm taking everybody there on Tuesday from the office because I want them to see this thing that I saw and have this experience, and I'm in the. Like, I was in this room, and alls I was doing is taking pictures. Trying to practice taking pictures, because my cousins were over at the Peterson Museum, and I've seen it, so I didn't want to walk through it. And I walk into this room, and there's this, you know, art installation from this artist. And it's grass. Like, it has grass. And then he's got this pottery coming out of this grass. And there was this lady there, and I was kind of taken by the piece. I was like, oh, this is interesting. But what happened? As soon as I walked in the room, I smelled the grass, and I was like, oh, wow. Like, this is unique. You usually in an art gallery aren't hit with a smell, but it's real grass that, you know, is really putting off a scent. And the lady standing there, and I was like, wow, this is really cool. And she's getting emotional, and she's like, I'm from South Africa, and this reminds me at home is what she said. Oh, wow. And I was like, oh. Like, there was just something in that room that I can't describe in words. But I want everybody, you know, I want everybody to see that, because the more our team experiences things that you can't put into words, the better our stuff gets. You know, it isn't an accident that our stuff looks as good as it does and sounds as good, you know, and that we're doing two different channels. And the guests that we're getting for books that changed my life and all that, that all comes from that curiosity and the, you know, that wanting to learn, not wanting to be better. We don't want to dominate anybody or be superior to anybody. We want to collaborate. And that's really what leadership is about, is about collaborating and inviting people to go on a mission to a better place. And the discovery and the process along the way. The process along the way, and what you learn with your team is way more fun than the destination. Destination.
Yeah.
Way more fun than the destination.
Yeah. Yeah.
I. I mean, a guarantee if we're sitting here with Bill Gates or anybody, he would. He would be more excited to talk about those early days in New Mexico when he quit Harvard, and there were five of them in a room working 24 hours a day than he would about what he does now. He doesn't know what to do now. Completely different. Well, he's probably pretty busy answering questions and all that, but replace Bill Gates with somebody else. Like, it's about the it's about a team of people and going after a mission and inviting them to something better. That is the real fulfillment and, you know, what belonging really is instead of being the one that's liked or being the one that's safe, playing it safe. So, yeah, that's a long winded thing, but there's a lot of gold in there.
Yeah.
Any, any closing thoughts?
Adam I would just say all of summing this all up, just practice, you know, anything that you pick up, just go ahead and practice. Like, I don't want to sound hokey and say dare to try, but just go and practice some of these things to see what works. Continuous improvement has just been key. And I like how when we go into certain situations, we say, I don't want to be right. We just want to win. And I think that's what this all is.
It's good. Awesome. Well, thanks you guys for hanging out with us and 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 8333-ASK SDR and we'll answer your question on the show. That's 8333-ASK SDR. For special deals on our books and training, head over to offers.chriscollinsinc.com now that's offers.chriscollinsInc.com tom I'm Chris Collins, and I'll see you in the next video.
