Control when your business peaks and valleys instead of letting slow times happen to you. A Cadillac dealership stayed busy year-round by shifting their rush periods, and the speakers use a 12-round fight analogy to show why you need to practice for both the busy and slow seasons.
You control the input and the output.
That's right.
And so move the peaks.
Right. And then plan for the valleys. Yeah, I, like, don't leave it to chance.
And, and, and you have enough data to know when those are going to happen? For the most part, yeah. You might get surprised every once in a while.
The, the next one that I, that I have is to control the narrative. So the, I used to have this boss and when our dealership, the Cadillac dealership, I was saying was seasonal, he used to say this one thing to the text, especially when we were running out of work or whatever. You see, he'd say, Listen, it's a 12 round fight and these, these are the slower rounds. And so if you got a kitchen.
Whatever it is, like, you know, this is the time. But you know, look at your, look at your final, you know, income for last year. And we all made good money. So let's, you know, let's do the best with what we have right now. But just because we're slow for two months, the, you know, it's, it's a 12 round fight and you win the fight by being consistent in all 12 rounds, you know, that's it.
That's an amazing analogy. Yeah, well, because it also coincides with months. Right. So it works with a calendar, but that's a really good way to look at it as opposed to, you know, your average, your average manager leader that is freaking out during the times that they know are going to be the slow times.
Yeah. So we need to do the best we can and maximize every opportunity because we, we knew last year that this time of year is going to be slow. Like it's not, let's not pretend like it's a surprise. So control the narrative and then controlling the narrative controls the morale. Yeah, but just bring it back to, we got to be consistent, we got to go the extra mile, whatever it is. Right.
I should announce this in our next, our next meeting just to let everybody know they just made a huge announcement. Next year, February 28 days.
Surprise.
It's not that, it's not the 31 I thought it was gonna be.
Whose idea was this?
The other one. So controlling the narrative. Talk about it.
And then practice, like, practice for the peak times, practice for the slow times. But having little meetings and talking about, hey, you know, we control how many appointments are coming in, but talking about, hey, we still gotta be consistent. We, you know, we can't take shortcuts, we still gotta connect with people. And constantly talking about it and role playing and practicing it. What's that saying? I know it's attributed to a bunch of different people, and I'm not sure who said it first. Most of the time it's attributed to Tyson. Is everybody. Everybody is something until they get in the ring and they get punched in the face like.
Right.
Thanks so much for watching this clip of Service Driver 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 that's offers.chriscollinsInc.com I'm Chris Collins, and I'll see you in the next video.
