Coaches Roundtable: Your Top Questions Answered!

Welcome to the big show. We have an exciting conversation for you today. We're going to answer questions. One of them is like some pretty good deep career advice. We, we have a company meeting here, so we have part of our team that is going to participate in this and we'll just go around the table. Introduce yourself. Gene.

Gene Gurgis. Hogi.

Hunter Blake. Adam.

Jared Avery.

I mean, I don't need an introduction, but Cliff.

Oh my goodness, wait till you get a load of Cliff on this show, coming up right now on Service Drive Revolution. Have you guys had a good, good week so far? We'll start with you, Cliff.

It has been a great week. Like, so much stuff to unpack. I think some of the dialogue that we've had as a team, even last night, having fun and cutting up and— but still having some of the conversation. A lot of self-reflection for me. So it's been really, really good.

How late were you up last night?

Uh, it was only 11, but it felt like 3.

When's the last time you're up until 11?

Uh, it's been a long time. Like, my favorite thing right now— this is, this is how you know that you've arrived, when you can be in bed, like, showered, ready to go to bed at 8:30.

Yeah, that's a good night. That's me.

Yeah, I love it.

Last night I was in bed by 9. Uh, that was late for me.

Yeah, I probably will tonight.

Do me a favor, brag about your son really quick.

My middle one? Yeah. It's incredible. He's, uh, part of the team that took over the boats down in Venezuela. Um, well, actually, if you see the first video on December 10th, he was number 1 out of the helicopter.

Uh, yeah, if you watch that video, you see, you see 2 coming down on ropes and he's the first one.

Yeah, it's just, it gives me chills to think about it.

Like, yeah, I'm proud.

And I still, it's still like, we were texting one day and, you know, parents As parents, you'll appreciate this, but I was just like, man, it's so— like, it doesn't make sense to me. I can't wrap my mind around this. And he's firing back. It's me, him, and my oldest son. And I was like, what? He's like, what do you mean it doesn't make sense? I was like, well, it doesn't make sense to me that the kid that I screamed at about cleaning his room and his body is now doing all this incredible stuff. Now it doesn't make sense.

You had to tell him to take a shower?

Yeah, yeah, yeah, yeah.

That's funny. But, um, I mean, being an American, you're super proud, but I can't imagine being a father. I mean, that's such a— I mean, it's incredible. It really is. Sacrifice he's making for, you know, us. We take that for granted.

Yeah, yeah. And he's the guy that you want doing that. Like, uh, he's always been like— you'll kind of see it as your kids get older. Well, I think you got the youngest, um, But you'll kind of see the things that they're going to do and you look back on it and you're like, yep, kind of saw that that was going to take place. So he's— he is that guy.

You guys, you guys did a great job.

Thank you.

And, you know, the word that comes to mind too is just courage.

Like, yeah, yeah, yeah.

High self-esteem and courage. Maybe a little stinky, but yeah, that's okay. I think in tight quarters, that's expected.

It's a small sacrifice.

Yeah, yeah, yeah, yeah, yeah. How late were you up, Gene?

Uh, just a little after that.

Yeah. So 11:30?

Yeah, 11:30.

How many slices of pizza did you have? But by the way, Cliff had 4. 4.

4.

I had 2.

2?

Yeah.

When the first set of pizzas came out, I actually didn't indulge at all.

But when the second set came out, I mean, you guys ordered 2 sets of pizza? Boy, it is crazy over there.

Yeah, the first ones went pretty quick. Yeah, but we could have done without the second.

Savage. Oh, the first, the first.

You eat off the first order?

Yes.

Oh, so it's 4 total?

Yeah, I had 2 on that one. I'm pretty sure I had 2. Yeah, there might have had more, uh, on the second.

I remember you were going hardcore too, right? You were drinking wine.

Yeah, I've got a friend, um, that— you ever had the friend that you know that you can't be around because they're just kind of a bad influence?

Yeah. Oh yeah.

Hogi's my friend.

I was poking about it, but it's just every— it's the most normal. I know, but it's every time I've never seen Hogi do anything risky or out of—

it feels like— it feels like you have your cup and you're like, oh, you know, I'm gonna have a little bit of water.

You're gonna accuse him of being a good host? Is that what's—

that's exactly what happened.

Yeah. And then he pours more and you're like, no, no, I'm good. And it's like, oh no, I got you.

Um, all that pizza, I wanted to make sure you, you know, had something you need to wash it down with.

So this is how it went down. So, so Cliff finished his, um, wine, and then he was like, I'm not drinking. He's like, hey, we're going back to Hope or wherever, go back to 10-10. And then, um, he was like, I'm not eating or drinking anymore. And then Hoagie, nah, you're good, and gets— and you could just see it on Cliff's face. He was like, this isn't gonna end well.

Yeah, why the choice of wine over beer? Yeah, it kind of started with that.

And, um, you felt it this morning because when you walked in this morning, you're like, oh, I don't know what happened.

3:30 came super early because we were talking last night. We're like, oh yeah, we're working out 3:30, like we're ready to go.

You're gonna go to the gym?

And, uh, yeah.

Were you gonna go if, if Hunter—

what, where are you going? I was going.

I was gonna meet him up there.

Full intentions of meeting up there.

I woke up at 3:30 just super thirsty. So that's the first thing I needed to do was get—

you know, that might have been the pizza as much as the wine. Oh, that's true. Oh yeah, yeah, yeah. That's one thing when I travel that I try to avoid is like a lot of salt.

Agree.

You can tell by your ring finger.

Yeah, yeah, as soon as it gets tight. Yeah, that's exactly right.

Especially after a flight.

But I did work out this morning, so that did make me feel better.

Well, you were drinking, uh, whiskey, right?

So it started with, uh, I think I heard you say the bottle broke. The the tequila, whatever we had, the, um, the cocktails. So I had a few of those. And then a few by, by a few, a few is however many number you want. It all started with dinner and then it rolled into, naturally rolled into, you know, glass or two of wine. You know, I'll partake.

I came in here to say goodbye and you guys were having a pretty good time.

Yeah, yeah, in here.

Yes.

And then, and then someone said Eagle Rare and I was all in. I was like, whatever, you're welcome. I was like, he's like, someone had Eagle Rare. I was like, oh, okay, let's, uh, figure this out.

Now, was that the bottle I drove you to get, or is You got another—

I got another bottle.

Yeah, I'm a sucker for, uh, Adam kind of always has to have that around. I think he was a little hurt that it was gone.

No, yeah, Buffalo Trace, anything, any of that, that whole company, they make a, they make a great product.

You endorse it?

Yeah, 100%. They have a stamp of approval, Mississippi stamped right there.

Boom.

Yeah, it's hard to find, but when you can find it, I try to get it in bulk.

That's brand loyalty right there.

Yeah, I don't sway.

Very loyal when it comes to alcohol.

When it comes to a lot of things.

Okay, so we're going to play. We have 2 questions from the audience. We're going to play them and then we'll talk about them. Let's play the first one.

Hey, this is Barbara Whispo calling back. I do have a question for the Chris Collins. So I guess I was wondering, what are your thoughts on when you return the call to the customer to let them know the results of their inspection, the one-call process where you just address the issue that they came in for— I'm sorry, you address everything, or the two-call process where you just address the issue that they came in for and then call them back later with the results of their multi-point inspection.

So that's interesting because I— is there somebody out there teaching that, that you call them for the original concern and then you call them back for additional stuff they need? Somebody must be teaching that.

Yeah, maybe.

Yeah, I've never heard.

So, Barbara, we would— we— the system that we would use is you would address their original concern on the same call And then you would tell them the additional things. Um, I guess we should maybe unpack that a little bit. If you're writing up a customer and they have a diagnostic issue, I would not recommend a bunch of fluid exchanges or things up front. I would plant the seed. So we, it's kind of what we teach is just plant the seed, but give them a full picture of how much everything is all together. So in our advisor training, we have a thing called the table of contents, table of contents technique, which is, you know, how you present this. But I would not call them twice. I would call them once. I would address their original concern first, and then I would tell them the additional items that they need and then give them one price at the end. That makes sense.

I wonder if she was— I wonder if she was meaning that maybe the— if it's a very long inspection, We kind of talked about that yesterday. Like, like if it's— if there's a lot going on with the vehicle, like it's a lot of the repair, I don't know, maybe, maybe I'm still—

maybe I'm racist.

You still want— as a customer, I mean, I don't know. I would just treat this how I would want to be treated as a customer. Yeah, I would want to know everything.

Everything.

I wouldn't want, oh, and by the way, there's another $1,500 worth of—

oh wait, there's more. Yeah, wait, there's more.

Yeah.

As soon as you hear, wait, there's more, you're like, oh no. This is a scam.

Her starting off and calling it an inspection form. I don't know why I appreciated that. And she didn't throw out the MPI or whatever. Yeah, for some reason I just like—

you're old school like that.

I just like the way she said it.

Yeah, I think that— I mean, as part of respecting the customer as well, you know, we're obviously taking time out of their day. So when I'm— or at least when we're talking to the clients about calling customers back, I mean, I certainly want to have as much of that conversation all at once as I can, right? Like instead of having to call them back and revisit the conversation. You know, they're probably at work or they're with their kids or they're busy doing something else.

Yeah.

Yeah.

So I do it all at once. Barbara, thanks for the, for the question. Let's go to the next one.

Hi, my name is Savannah. Um, I've called in before and you have answered a question of mine before, and I just want to say thank you so much. I was driving on a random Sunday listening to your podcast and just heard my voice come on the radio, so that was actually really cool. But I do have a question. Again, I'm trying to get some guidance on promotion and being in a higher position in the automotive industry. I have my associate's in automotive technology, and I just graduated with my bachelor's in automotive business management. I'm struggling very hard to try to find a job or have someone take me seriously. I am very strong opinionated. I'm a very strong woman when it comes to leading. I've been in the industry for about 3 years, um, but I get a lot of pushback, um, from that. So I was seeing if you can help me, um, in the right direction of how I need to present myself and what I need to do to, um, be good in this industry. So thank you so much.

Is it Savannah?

Did I hear that right?

Savannah? Yeah, thanks for the, for the question, Savannah. I would just preface this by saying we're going to answer this question in the most constructive, truthful way, even if it might land a little off. In the long run, I think you'll appreciate it. So the first thing that I would say is if I see a resume for somebody that has a degree in automotive management, but no experience, I'm not even calling them. So the first thing I would do is probably get some sort of a role as an advisor or warranty administrator, something in, in the business that gives you experience on the front lines and then work your way up. But I'm, you know, in a management position, I'm looking for a track record of performance, not an education. And the car business is still kind of one of the few businesses out there that you're judged more on your performance than your degree.

Hmm.

Like, I don't know, I've seen that before on resumes and it's zero interest to me. I'm way more interested in what have you fixed, where have you, you know, where have you been and how long? Like, I'm looking for somebody who's been somewhere a while, doesn't jump around, and they have a track record of high performance and net to gross, that sort of thing.

Yeah, like for me, I don't have a college degree.

I didn't go.

I didn't go to community college.

I don't think most of us did.

Yeah, and I've done every role in the store except for parts. Won't do parts.

I mean, I think a couple people at this table have a vocational degree is being tech, right?

Yeah, I've got the same thing she's got.

The outlier.

What?

I might be the outlier.

Yeah, you have your master's degree in political science.

Yes.

Political science?

Business.

Oh, cool.

My undergrad's in political science.

Yeah.

Really?

Wow.

I didn't see that coming. How did we not get to that today?

So, but I'm like Savannah. Like, I had my associate's and then I went to automotive management, but I knew at the same time I had to get experience on those fronts, mindset perspective, right?

And then— But you didn't go to the dealership, you went to the factory. And the factory looks for that.

Yeah.

It's a— but maybe speak to that a little bit. What are the factories looking for?

Well, they are looking for— see, when I went for hiring and recruitment, I found myself looking more for some sort of experience because coming straight out of college, there was no perspective. So like, yeah, I can kind of mold that. But still, if, if I looked at is who was I talking to, we were in the customer support or tech support, right? So like if I have all the book knowledge or whatever, a manual knowledge, it doesn't help me because that's not real world. So you had to have some sort of wrenching experience. So you still need to have some of that frontline exposure. That's at least what I was looking for where I was at.

Well, I think the reason why we're all sort of saying the same thing is that when someone is trying to teach us something or we're looking for someone's guidance, knowing that they've done the same thing or sat in the same seat that we've sat in.

Yeah.

That adds the gravitas or the cachet that will help us more be willing to listen to what they have to say.

Yeah, your manager is a big job.

Yeah.

So you're looking for a little saddle time.

Yeah, yeah, of course.

If you, if you got your— if I cut your teeth, we cut our teeth the same way, right? Where you started from the ground up and build it. We just have that common ground and it's easier to— it makes it make sense. That's why people hate their, uh— I hate's a strong word— people don't like their their DPSM a lot of times, because a lot of those corporate guys, they come from outside of the business and they don't know— they don't know how to write an RO. They don't know what the advisors go on a daily basis. They're just saying push parts, push this, push that, and it doesn't get through to anybody because nobody takes them. So they don't take the time, they don't take them serious because they don't know.

So for Savannah, yeah, she didn't— I'm assuming she has no No dealership.

She had 3 years, but she didn't say what.

Yeah, so that's what I wanted to— yeah, uh, but I would wonder where she, where she's at, um, and then where, you know, if she communicated that to her higher-ups. That those are questions.

You guys, you guys hire a lot of people. If you saw the degree for a service manager position, would you call that person in? I have no experience.

I would call her and offer her an advisor role. Yeah, I would say, listen, I think that the education is great. However, we need boots on the ground experience to be able to be a successful service manager. So even though you may feel like that's the role for you now, and it may be the right role for you in the future, you'll be a better service manager if you do this job beforehand. So to help you, not now but in the future, you know, service advisor until, you know, you're ready and then it'll be a shoo-in for the role that you're actually looking for.

She also had a couple of qualifying statements.

Well, let's get to that second. Okay. You want to get to that now? But do you agree with if somebody had a degree versus the experience?

I think experience.

You'd want them to start on the front lines.

Yeah, for me, absolutely.

Okay. So then she says, I'm a strong, opinionated woman. That is a— and well, how do you say this in a nice way?

Red flag.

Yeah. So I mean, we, we have a lot of very talented, successful women in our program. We have women that work with our team that are very accomplished and have incredible results. It has zero to do with their gender. It has everything to do with how effective they are. And whenever I hear any sort of like Oh, I'm the reason why I'm not succeeding is because I'm a female and I'm opinionated. I mean, you're, you're meeting resistance in the marketplace because of your approach and you need to analyze that. Like, it has very little to do with any of that and everything to do with the outcome and the results and how you're perceived. And if you're perceived as opinionated, then figure out a different way. Like, I'll give you an example. It's just in my experiences, I'm intimidating. So in a lot of situations, people would be— it started with customers when I was an advisor. I'm a bit, you know, people meet me and the first thing they say is, oh my God, you're so much taller than I thought you were. Like, I have— I'm tall, I have a big presence, and I'm confident. And that can make people that aren't confident or, you know, aren't the, you know, similar feel intimidated. And so now I could walk around and I could say, well, it's just who I am and I'm intimidating, but that doesn't get me anywhere. What I have to do is read the person in front of me and change my posture, change my energy, pay attention to how they're reacting to me and adjust to it. Because at the end of the day, my goal is to connect. And so started when I was an advisor, carried on when, you know, through even to this day. I have to understand that when people meet Chris Collins, they have a certain expectation and I want to make them feel important and I want to make them feel good. So I could be busy and blow them off. That, that's not my intention. I can be big and tall and confident and make them feel small, and that isn't my intention. So I have to change the way that I approach people to meet them where they are. And I think what you're saying is very similar. It is— it isn't about being a strong anything. It's about being effective. And being an effective leader, I'll tell you what, Savannah, I will send you my leadership book because one of the things I talk about in there is androgyny and that the true leadership has nothing to do with gender. We use the Bruce Lee analogy about being like water. You have to fit into the situation and the outcome that you're trying to achieve as a leader. It's not about you. People say this thing about, oh, leadership is servant leadership. It's not servant leadership. It's becoming the thing that people need you to become to accomplish the mission you're inviting them on. And so that isn't being a servant, that is changing to the situation. And yeah, so I don't know that sort of talk always makes me a little nervous because you're saying, well, I keep running into this thing and I'm digging in deeper. Instead of like stepping back and going, well, I keep meeting resistance. And, you know, it's easy to externalize it to I'm a female or, you know, I'm tall and I have a beard or, you know, you could come up with a million excuses or reasons why people are reacting. But if you want to be effective, you got to get rid of the excuses. And, and, you know, you have to try some different things and experiment, you know, and it doesn't— it's not— that's not a straight line either. It's not easy. It's not easy. Being, you know, imposing and learning how to not intimidate people. You know, where you stand, the angles, like how you look at people, your tone, everything matters.

It's not one—

there isn't one magic pill.

Great.

Yeah, yeah.

What do you guys think about that?

I think we— well, this week we spent a lot of time about, um, being authentic and authenticity. And, um, well, that's certainly like true, and that's a, that's a valuable characteristic. There is a time where sometimes tact or a little bit of strategy like you're talking about, Chris, to, to make yours like if you're a powerful, opinionated person, there's a time to not be that person.

Yeah.

Yeah. But I would just, I would just contend on that subject that it's easier to mold yourself into what you need to be if you're authentic.

I agree.

In a lot of situations, people that aren't authentic or like we were talking about, the further away the mask is, is they look at that as an indictment, right? In a way that makes sense.

It does.

Because it doesn't— I just want to win. I don't want to be right.

Mm-hmm.

I think the good news for you, Savannah, is that you're able to see why you have this roadblock. Like, we all know people who are having a roadblock but can't even see that. So the fact that you have the wherewithal to at least admit to what you believe is causing this, I think that you're halfway there. As soon as you know what that is, then you know exactly what to do to potentially harness that either same energy into something more productive and/or finding a way to, as Chris Collins mentioned, mold your way into something a little bit more beneficial.

Yeah, that's a great way to say it.

Yeah.

So I was—

yeah, go ahead.

I was going to tell her, I was saying some, you know, we always say, you know, if you can't go through the front door, go through the— go through the back door, go through the side door, right? If you— there's a bunch of ways to skin, you know, skin a cat. And, you know, what do you hillbillies say when you're stuck?

You skin a cat through the back door?

The house was pretty good, but who says that?

Skin a cat, you know, tie a hog up, whatever you want to say. You know, we just have a clip.

Please in the comments, guess where Hunter's from.

Yeah, M-I, crooked letter, crooked letter, down by the creek.

Um, one Mississippi, two Mississippi.

But, uh, if she has this, these, she keeps finding these roadblocks, like, like to your point, she's saying that, you know, she feels like it's, I'm a female, this and that, this and that. Maybe she's missing the bigger picture. So, you know, we don't know what she did. She didn't tell us where, you know, where she worked or what she did or what her actual role was. But going to her boss and putting it on the table would be strong and being like, hey, look, this is what I want to do. Can you show me the roadmap on how to get to that thing and have the clarity on like, is this even, is this even something for me at this job? But then there's a, it's a, it's a double-edged sword right there because if he tells you something, you can't take it the wrong way. You got to, you got to drop your ego a little bit and be a little humbled because you're asking him to mentor.

You're asking her or he to mentor you.

Yeah.

And so then you got to be—

and if he says you're not on time when you're dressed like, yeah, you know, and you, you don't, you're not performing, and like, it's gonna hurt, or you come off a little strong, that's right.

Yeah, you know, whatever it is. I mean, all of us probably have had to change something about ourselves.

Yeah, for sure.

Like, what, what was the thing you had to change about yourself early on, Hoagie, that you kept running into an obstacle?

Well, I mean, well, there's a bunch of things I've had to change about myself, so that's always a, uh, kind of a hard—

give us the one that can be described with coming in the front door, the side door, and skinning a cat Oklahoma style though.

Yeah.

Um, I, I think for, for me it was, um, uh, looking to people that, uh, were already having success and, uh, and, and being open to that. Like, what, what were you originally, jealous, or, um, you would —no, it was easy to explain. Like, if I go back to kind of the first real job I had as a tech, like, there was always a reason. And that's the common thing in the shop, right, is everybody talks about, oh yeah, well, you know, this guy does great because he's getting the gravy work. He gets all the— and so, like, there was just a hyper jump in my performance when I was able to turn that off and And there was one—

I've seen that so many times with techs where when they, they decide to create their own opportunity, their hours just go crazy. A ticket, everybody avoided the warranty.

I would take all the warranty, you know, like, yeah, there's just an opportunity. And, and I had a tech that I worked with that was really good, that was always at the top of the leaderboard. And, you know, and people would— about him, they'd be like, oh, he's a machine. I don't know how he does it. And And then when I learned to turn that thing off, like there's a very— so, so the other thing I want to encourage Savannah to do is one, one thing that you are doing is you're asking questions. Yeah. And that's a telltale sign of a high performer. It's a— we get to see that a lot and, and we get to see a lot of high performers and we get to see a lot of— could be high performers, but they don't. And but the easy thing is they're asking questions. And so don't— one, don't ever let go of that too. Hunter beat me to seeking out a mentor. Now there's no shortage of people in this industry that'll give you advice, but I would encourage you, whoever you're going to seek out, your boss or whoever, there's somebody within your organization that's probably a high performer. Personally, I would choose who I was going to seek out for advice and seek out the high performers. Because a lot of times high performers aren't the ones screaming the loudest or A lot of times the low performers are the ones that are the quickest to give you the advice, and it's not, uh, you know, good.

Won't serve you. Yeah. What was something you had to change? Delegation. You wanted to control it all?

Yeah, do it yourself. Because if, if, if I don't do it, it's not going to get done right, it's not going to get done in a timely fashion. But then you start like kind of falling, you hit a ceiling, and you can— you just burn yourself out. And high performers like Savannah, you know, being the strong independent woman she is, you know, she, she's in a man's world. Let's just call it what it is. It is. And that's a good thing to have in the background. But I think women's power in this business is the fact that they're not the big 6-foot-4 overbearing— like, they're silent assassins. You get a good girl as an advisor, I mean, million-dollar manager, or a manager, million-dollar, million dollars there easily.

Just, you can make No, I would not describe any of the females on our team as silent. Silent assassins? I would say they're assassins, but the silent part throws me.

Oh, well, the females on our team?

No, no, I'm talking about females in the industry. Oh, I've seen a lot of girl advisors that they don't come off overbearing. They're, they're like almost, almost like so quiet, like they don't even know. And then they have the customers in a hypnosis and they just buy stuff because, yeah, it doesn't feel like they're trying to get you, like that kind of thing. It's the silent assassin. Perform. Yeah, yeah, it's good. But it all goes back to performance at the end of the day.

What about you, Adam?

Oh, well, I'd first start with probably patience. Really had to like focus on being like patient, always trying to get things done right away.

And that's funny because I would consider you patient.

It's taken some years, like no joke. I think the two little girls help.

I thought Bears fans were born patient.

Oh man, one of these is out.

It's the forever hibernation.

But maybe not. I don't know.

Not even in the AFC. Yeah, but I mean, I'd say like we were talking about earlier, like the intentionality though has probably been the biggest thing and really thinking things through. If I added that with the patience, it's always ongoing though. Yeah, it's good. Thanks, Hoagie.

Yeah, I think for me is, uh becoming more coachable. So I'm, uh, I consider myself kind of a hard charger. I was in the military, so I'm pretty regimented. And like, once I get a hold of something, I kind of just run with it. And there's probably some good traits in that, but also I think I've ran too fast, too quickly, and I needed to be coached and mentored and like really listen and absorb what's being told to me. So trying to become more coachable and then maybe being a little more surgical with the information and, and kind of that skill set after I've had a chance to digest.

Kind of slow down and really— like that, uh, what's that analogy in White Men Can't Jump? Like, people hear Jimmy but they can't hear Jimmy. Like, they don't feel it, right? Yep.

Uh, for me it was, uh, setting clear expectations and not writing people off, but coaching them through it. Like, I was like, giving up on them. Yeah, just like if I set like this expectation, if Hoagie was my employee and I set an expectation and like right away he didn't meet it, it wouldn't be coaching him through it. Like, oh yeah, I just got to replace him. So early on, that was a major— in fact, I had, I had someone coaching me, former coach at University of Tennessee. and, um, he would just go through it. Super funny because the way he would do it, he would just go through different scenarios. Um, but yeah, that really helped me because I was super young when I became a manager the first, the first time and just didn't, you know, probably a little bit of that too, like a little bit of ego. Um, maybe even looking back on it, I didn't think about it until you just said it a minute ago, but maybe some jealousy towards some people. Uh, I think that's normal and would have to move them, move them out of the way in a sense.

Yeah, I was always jealous of kids that were second generation, then inherit, because I wanted to be a dealer and everybody would tell me that there's no way unless you're born into it, sort of a thing. And it, you know, kind of like with the tech, as soon as I've ignored that and forgot about it, I figured it out. Yeah, for sure, for sure. Yeah, it's good.

You know, I, I may not be 6'1" But, uh, how tall are you?

I'm 5'10 and a half, with or without the Chelsea boots.

5'10. Um, but certainly my presence, uh, can come off as very aggressive or, uh, intimidating. Um, so I have had to and continue to work on trying to really, you know, it's almost like I purposely try to watch myself during an interaction in real time and disassociate. Yeah. And think to myself, like, how am I— how is this being received despite the fact that I think I'm delivering it in a certain way? But ultimately, just like we say, the results are what matters. It's how it's received is what matters. So it's, like I said, still plenty of work to do, but having the wherewithal that even though I'm sending a message in what I believe is a certain way, that I have to be more delicate in the delivery.

Yeah. And isn't it funny because you're like a really sweet guy? Yeah. So isn't it funny to you that people might perceive you as being intimidated when inside you're like, your intentions are the nicest, sweetest they could be.

Yeah. And I think that like, as people get to know me is when I really start to do well. Like, I'm playing the long game, really. But I do find that even in my work, the longer I'm working with someone or they're working with me, not just with clients, but even when I was just a manager or a director, I felt like I would have more traction just because they would get to know me and, and know that it would never be my intention to be aggressive, uh, or have any negative intentions. But certainly on first impressions, it's, uh, something I'm working on.

I can only speak for this part of the table because Chris wasn't with us last night. I feel like all of us can agree that we got to know you on a way different level last night.

Or what did we, what did we figure out?

Well, I need to go into that, um, That might be off-camera topic. I feel like this is false advertising because you don't have—

no, I don't really have anything. This is a—

hey, we're opening a loop because we're about to start SDR, uh, Hidden Uncut. That's right. That's fine. You gotta subscribe to that to find out what happened.

Let's just say that, uh, it was super intimate.

Good conversation. The banana hammock. Yeah, well, yep, that's it.

I've never seen you blush.

Well, remember, Gene loves love. He does love.

He does love. Very much love, love. And I've been working on my 10 enough so that you don't see me blush.

Well, that's not working for you right now.

It's ineffective. Can we get a close-up?

That's good. Yeah. So thanks for the question, Savannah. Those— it's really fun. And, um, yeah, I think good advice. Yeah. Best of luck. Great stuff. Absolutely. So Thanks everybody, and we'll see you next time on Service Drive Revolution. Thanks so much for watching this episode of Service Drive 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.