Revolutionize Your Service Drive: 5 Proven Selling Techniques forAdvisors | SDR #294

Welcome, everybody, to the big show. Today we are talking about how to make selling easy in your service drive. We have an impossible situation for Hoagie that we're going to talk about. Lots of fun stuff in the news. Christian's financial. What would you. Yeah, it's going to be fun. We're going to hang out, we're going to talk about some stuff. So all of that and much more coming up right now. And service drive revolution.

We have Hoagie here as a guest, and Christian.

Hello, everyone.

Hoagie is. Well, I guess. Can I trust you?

I think so.

That wasn't a very quick.

I think so. I think so.

It felt like a leading question.

Oh, there. There was something behind that thing. Yeah. It's not.

Not the first time I've seen this play out, so.

Oh, man. What. What have you seen play out.

Your leading questions where you get asked something.

Then walk into a huge mud pie. Yeah.

Wait, what.

What's an example of me leading you into a mud pie?

Oh, not me.

No, Christian.

Pretty good. Oh.

Oh, not you necessarily, but you've never had. You've had people ask you that question where it's like there's something on the backside where you're about to jump off a cliff. That's what he was referring to. I don't think this is about you as much as it was about him.

Yeah, but this might be too tall of an order for him. I, I was trying to get a commitment. Like, I would have felt better if there was, like, a commitment.

I, I.

But there's no.

I've seen him do some amazing things.

I thought it was more like.

When we had everybody in town for Top Dog and Cliff came on the podcast and you put him together pretty good in a mud pie. Do you remember that one?

No.

Oh, you don't? And it's. Oh, yeah. I don't know. You know what I'm talking about, right?

No, no.

When he was. When we were talking about. We did a episode and talked about a hall pass. And.

You don't remember that?

I think so.

We'll have to go revisit that.

Hall Pass is always fun. That's always a funny thing. It's ridiculous.

It was funny.

But a hall pass or something, or.

His choice was really weird, as in.

You can cheat on your wife if kind of a thing.

Yeah. I thought maybe we were heading down that road for a minute and I was like, I don't know. But. But yeah, you can definitely trust me.

Okay, so you, you guys are going to speak to a 20 group.

Correct.

What is your job in that scenario? And don't say it's to sign all of them up for coaching. That's not your job. What is your job? Where is this 20?

What else? We're going to. We're going to Colorado, but not Denver. We're going like in the. In the Rockies, kind of high altitude. Yeah.

Do you do good in the altitude?

Aspen.

Aspen.

Oh, that's the worst. It's like 14,000ft.

Can't wait.

I gotta. I gotta take medication together. So it's not to sign the dealers up. I don't care about that. What is your job?

To filter Christian's jokes.

Yeah. Okay, so you do. I can.

You are. You can. You are. HR.

Got it.

Now let's say. Let's say Christian is talking to the group and you hear something about.

Just something a little abstract like, hey, did you hear the one about the mother in law?

What?

How are you going to interrupt him and stop it?

Oh, I don't think that I have to have a plan for that. I think to just react. Just do it.

Yeah. I've got an idea.

Have Tourette's and jump in the middle of it.

Yeah. Here's what. Here's what I'm gonna do for you, Hoagie.

See, on this show, we have an edit button.

Yeah.

Like we could cut it out.

Yeah.

In. In a live scenario, you can't. You can't rewind or. Or edit. Like it is what it is.

Yeah.

And the stuff that we've edited out of this show would make Richard Ply Pryor blush.

Yeah.

But in this particular case, I've come up with the perfect.

Just the one at lunch. He was trying to. He was trying to lobby for the show. How did that one start?

It had an M word in it. And it's like.

Oh, no, it's a Michael Jackson joke.

Oh, that one too. There was also one about self affection.

Yeah.

Yeah. Just inappropriate. Sorry. But here's what I was thinking is I'll go to like one of those places where you can order meat and you have to have like either the green card or you flip it over and it's the red card. Right.

You're talking about, like Brazilian.

Yeah. Brazilian steakhouses. And I think what I'll do is I'm gonna get Hoagie one of those. Red card, green car.

That's a great.

And if you see it headed down, you just raise the red card and I'll stop in reverse. Flip it.

It's gonna happen, though. You're gonna like, sneak out and go to the bathroom or something. Come back and it's gonna be awkward and you're gonna be like, what happened?

Yeah, you can't leave anything or I'll do a funny thing.

What's funny too is he doesn't drink. You can't even blame it on that, you know, like our buddy Matt drinks and does weird stuff and pretends like he doesn't remember.

Yeah, I think he remembers.

I think he remembers too.

I always.

Have you ever blacked out? Yeah, like, I always think people that say, like, they drank so much they blacked out is weird.

Yeah.

But, yeah, it's pretty funny. Yeah. So you gotta. You gotta babysit.

It'll be fun.

Red card, green card.

We're gonna have a great time.

It'll be. Be a fun time.

We can blame it on the altitude for sure.

I like it.

So funny. Okay, anything in the news?

I forgot about this car company, but. But I thought this was kind of cool. Fisker recalls their Ocean EV just a couple of days before they filed bankruptcy. Like, imagine getting that.

Like, isn't that the second time they filed bankruptcy?

Oh, maybe it is. I don't know. But. But they're in trouble. How would you like to get first? What you do is you see the notice, right, that they've gone bankrupt. The recall notice comes after the bankruptcy. Right. So that has to not make you feel really good. It's like, why do they go bankrupt? Well, maybe their cars explode or stuff like that. But yeah, Fisker's going down. I do think that. I don't know if you remember us talking about this a couple of years ago, but there was like, there was a time where there was a bunch of electric car companies popping up. And I told you, it reminded me of like the 20s, 30s and 40s where there was just a. Like, you know, my grandma had a car company and she. She produced four cars and was a car company. And then this person, this was. There's like 80 or 90 car companies, and then it whittled down to 10 really, really quick.

Just think about Apple decided not to make a car.

Right.

It's not easy.

Yeah. Yeah.

So. So, yeah, so I think that there's a little bit of constriction coming in the. And the electric world as far as that stuff goes. And then this is kind of. Maybe it's news, but also I think it's a thought provoking question. This is from Global Data, and it says, how is AI impacting the automotive industry? And I have a. I have a client and they decided to implement AI into their phone system. And now when you call parts, it says parts hold instead of parts hold, so it's way better.

And then if you.

Have you ever been on parts hold?

I have not.

Yeah, me neither.

And then if you get transferred over to the.

I don't know.

Yeah, I don't know.

You guys let me know when parts people need friends.

Not. Oh, my gosh.

But.

It'S an introverted ran.

You know what's terrible is we've had people be guests twice on that show and neither of you have been on it once. Yeah, it's awful.

It is terrible.

And then if you get.

I'll ask, but it'll just be the invites are on backorder.

Right.

Hold on, I'll get back to you.

And then if you get transfer from parts back to service, the AI picks up and says, I'm sorry, I was just going to call you. Yeah, like that's how AI is affecting the automotive industry. But I don't know, I think that there's. There's interesting stuff. I keep seeing those cars all, all over LA that are driving themselves. What are they called, Waymo or something like that.

Oh, yeah, they always. They freak me out. They're on my street a lot. And.

You look, right. Because they used to have drivers, now they don't have a driver. So you can't see who's in the back. Yeah, like, they're tinted, but they're freaky. Also those little things that deliver food on the sidewalk. My dogs hate those things.

Yeah, the little boxes.

Yeah.

The. The one thing, and I think somebody brought this up is that I do wonder if there's a spot for AI in helping with some of those crazy diagnoses.

Yeah.

For technicians. Like, what if AI was a technician tool? I do think there might be a really good opportunity. Yeah.

I think most techs would agree that the.

Some of the most helpful things is like a networking of other techs. Yeah. Start to figure it out. Pretty.

That's what I was going to say is it's the worst idea ever if the manufacturers do it. But if the technicians that were on the front lines were doing it. But you'd have to get them to put their thoughts into a database, which they could. They could just verbally answer questions and it would transcribe it.

Yeah, yeah.

They don't have to type it.

Yeah, Well, I think you're. I think they're curating some of that now because, like a lot of the assisted diag now you have, like, smart glasses you wear so they can see what the tech is doing and gather data, you know, and they can see all types of stuff. If he's scoping something or omen something out or whatever, a lot of times even through that thing, they can see his readings and he can verbally give, you know, an explanation of what's going on or what he's finding. So all that's data that something like AI can, you know.

Yeah. So I feel like that could be a super helpful tool for attacks.

That's a great point.

I keep hearing about, you know, businesses hurting and struggling for customers like trainers. People are cutting back on personal training. People are cutting back on, you know, just gym memberships, things like that, which I think is an insight into people are, are hurting way more.

That's not really the leading cutting edge insight though. You understand that, right? Like I get it, that personal trainer is kind of like an extra expense. But if you really want to understand how the is headed and what, what we're looking for. I've only listened to the stripper index.

See, you let it happen.

Yeah. Where's my. I need.

Yeah, you don't have your card yet.

Red and green card.

I trusted you for failing 10 minutes.

I guess my first answer was stripper.

Stripper index.

Yeah, like when the stripper tips go down, it's a bad sign.

So this, you have to go. You go to strip clubs and you survey strippers.

I mean, it's casual conversation. I like to think of myself as is their friend.

I'm not trying to save them.

Save them? How would you save them?

Isn't that what the thing is? I think that's what guys that go to strip clubs are trying to do is save them.

I don't think that's what guys are trying to do. They're not trying to save anything.

Oh no. I think that we should have a stripper on the show. But I think.

See, again, this is red. Oh my.

But I mean, we've already let the wheels fall off the bus, so I think we should just keep it.

But I think if we get one more client out of this 20 year.

Old.

You don't want a phone call.

Yeah.

But, but I believe that like your hardcore strip strip club attendees, like the ones that are not, they're not casual visitors, the ones that are going there every day, they're trying to save somebody.

There's people that go to strip clubs every day.

I'm sure.

And so you're saying that the strip index, what did you call it?

The stripper Index.

Stripper index.

Yeah.

Who calculates this? Or how does. How does this work?

Well, I believe that they have a Facebook page and they report their reduction or increase in their.

You're making this up.

That part I totally made up.

Well, I'm just saying, like, what you. What you read or whatever, and then what you see. Like, for example, we read that unemployment is low, but when we post a job, there's hundreds of people applying. Now all of a sudden, when it used to be 20 before.

Yeah, it's. It's be right now, it's hard to keep up with, as a matter of fact.

So people are cutting back on certain things. And I guess if you were cutting back on table dances, that would be an insight into something. I don't know how you track that. Do you think that. Do you think that strippers are like texts in the sense that they're. They're like the sky is always falling. Like, nobody's buying dances anymore. The DJs play too long of a song.

It's all warranty.

The pole is scratchy. I don't know. Yeah, it's funny. I've started to do this thing when I have people come in for the in person interview. Now I'll say to him, I'm like, hey, I want you to dress for the. For the job that you want, not the job that you're interviewing for. And I. It's been going really well for me up until yesterday. You know what happened?

What?

Somebody came in dressed as Batman.

You're not going to do anything huggy. You see what this happen?

It's.

Need my card.

Yeah. At this point, he just. Just a whack.

All right, this is when the 20 group's gonna stand there like, okay, time for golf.

I think we're going to a cocktail hour. You can't wait to drink.

I'm not wor about that. That's funny. Okay. How to make selling easy in your service drive. How to make selling easy in your service drive.

I. I think this is a really exciting episode because Coach Hoagie actually, you know, he's kind of got the boots on the ground and he's seeing all this stuff on a daily basis, and he's kind of going to lead and he has this beautifully curated list that I think you're all going to absolutely relate to. There's going to be some aha moments during this thing, but yeah, I say kick it off, Hoagie.

Well, I think it's a. Yeah, I think it's a fun subject. I think it's something we're always focused on. I think a lot of times, like we do with a lot of problems, we treat the, you know, the symptom and not the problem. So number one on this list I have titled, don't ask to get married on a blind date. Right. And I guess what I mean by that is a lot of times, you know, imagine yourself being a customer showing up on a service drive and waiting for 10 minutes. Nobody talks to you. So you finally walk inside, and you wait for a service advisor to get off the phone, and then they greet you, but they really don't want to. And you can tell that you're, you know, like an inconvenience to them almost.

And you finally, you know, get up to the desk and say, hey, I have an appointment for service. And they go through and kind of take your information, and they say, oh, yeah, by the way, you're due for 800 worth of service.

Nice to meet you.

Right, right. Like, there was no courting. There was no any of that stuff. And.

You know, asking someone to marry you on a blind date, one. It's uncomfortable if I'm the service advisor.

Right.

Like, it's. It's not a good feeling. And it's funny because a lot of times, you know, when asking advisors about selling maintenance, right? Like, we can take a few CPROs from just about any store in America, and one of the biggest missed opportunities will be maintenance. Right?

Yeah.

And then you ask people about selling maintenance, and they're like, oh, people just don't really want to do maintenance. Like, we, you know, or it's not comfortable asking them about it. And, you know, and I guess my response a lot of times is, yeah, you're exactly right. It's not comfortable asking them about it. You know, just like it wouldn't be comfortable asking someone to marry you on a blind date. Like, there was no courting. There was no any of that stuff. But it completely changes the dynamic if they're greeted right away, and we have a system where they can be greeted right away on the drive. And we get out there and we make friends and we connect with people. We learn a little something about them, you know, doing a good walk around, establishing ourselves at the guy as the guide and just being a good host.

As they just be different.

Yeah, it is. It's a completely different experience. And then when we get to the desk, you know, it's perfectly comfortable to tell you what your car needs.

Yeah.

And it's not a. It's a completely different dynamic. And so I think, really, that's number one. That's one of the most often missed things, I think, is.

You know, just wanting to take care of people and have an interest in them and connecting with them.

Right, yeah.

If. If the person that you're meeting up with is blind, is it just a date?

I think, too, is it makes it less about price?

Right, yeah.

Because what happens is, if it's just that, then it's. People start to think, oh, what's the price? Instead of, you know, what they need or the value?

Yeah, yeah, yeah. And, like, you know, you can unpack it a little bit more, and you start thinking about the psychology of some of it. Like, when people come to the dealership, there's like, that little voice in their head that's like, oh, this person's gonna try to sell me something I don't need. Or, like, it's just kind of in the American public psyche that when I go to the mechanic, that's kind of the thing. When I go to the dealership, that's kind of the thing. And so if that little voice is in their head already and they experience, you know, all the stuff we talked about before, that voice just gets louder in their head, you know, and then if you humanize yourself and connect with them, you can silence that voice relatively quickly. And like you said, then you're not competing on price and all those other things.

That's great.

Yeah, it's good. All right. Number two appointments necessary.

I think it's always kind of interesting how many service drives we come across that just have a completely open service drive, meaning they might have appointments. A lot of them don't even have appointments, but if they have appointments, they're not set up per advisor. And.

It'S kind of crazy how many people just throw the doors open and see what happens.

Yeah. And the appointment is, at best, a light suggestion. Right, right, right. Yeah. That is. That is caution to the wind at the. At its best.

Yeah. Yeah. So that always kind of. If we know that greeting the customer right away and. And needing to make a connection with them and. And have a good first impression for the service visit. Like, I. I think we all agree. I haven't had anybody challenge me on. No, that's not important. Everybody somewhat agrees. I think they'll challenge you on being able to execute on it. But I think everybody agrees that needs to happen. And if that needs to happen, it amazes me how much we leave it to chance for it to not happen.

You know what else is hilarious is in those stores where like we're literally, it doesn't matter. Like you can have an appointment, not have an appointment, they still ask the customer if they have an appointment. Like does it matter bro, that guy just landed from the moon. And it's, it's so interesting how sometimes, you know, when we're thinking about that, that selling type position where you're getting the customer to, to separate from money, like how uncomfortable some people make them feel and then ask for it, like not only do we not connect with them, we go the other direction and try to make them feel really uncomfortable. It's nuts to me.

Yeah, yeah, I think you know, just on, on that same thing. Like I remember listening to this training deal years ago. This lady did training for Marriott premium hotels. So like JW and Ritz and stuff like that. And she said, she said hospitality is all about control. She said we leave nothing to chance.

That's great.

And so you know, there's all these different ways of scheduling service or hey, our customers just like to be walk ins, you know, you kind of hear it all and while you can't control all of it, you're certainly going to have a certain amount of walk ins and stuff like that, you know, but whatever you can control. And that was her whole point is we curate it as much as we possibly can. There's enough things that you can't control. But you know, working with your BDC people to, to set appointments by advisor at certain intervals, give your advisors a fighting chance like an open drive or, or appointments, you know, where there's one advisor has six people showing up at one time or whatever. Like all these different, all these different things. So number two I think is a really important one on appointments are necessary. Number three, pregame.

So what we call pregame is if I'm scheduling appointments by advisor.

Me as the advisor, have the opportunity to take my pre work orders or take my service appointments for that day, check the history, review what's been done, you know, check for any decline services from before, any of that stuff. And it's, it's a completely different dynamic I think for the customer. Just the experience and, and all of it and them viewing you as a credible authority, as a credible professional when you know I can say hey Mr. Collins, appreciate you coming in today. I've taken the, the liberty of reviewing your service file in preparation for your service visit today. You know, and here's a couple of things you're due for. Like it's just a whole different dynamic and in the connection piece we talked about, if you've done the connection piece and now we're at the desk and this is your presentation and you're prepared for me. It just elevates, you know, elevates you.

In the customer's mind. Right. Just as a credible authority, as a credible professional. And I think, you know, can absolutely be a key to. To selling more.

It doesn't take long either. It's just like 20 minutes.

Yeah.

The night before.

Yeah. To get all 10 or 12 of your appointments.

You also learn so much about the customer in the sense of what if. That. What if they decline something and now they're coming in for the outcome of the thing they declined or whatever. Like just knowing their habits, what they've done before, what they haven't, what issues they've had, just gives you so much insight into their experience.

Right.

So you can serve them better because you, you know, you kind of know, like, hey, they've had this recurring issue. They complain about rattles or whatever it is. It just gives you insight into how they maintain it. You know, how often they come in.

Yeah.

You know, a lot of times, like we assume, oh, customers come in once a year for this brand. And then this customer has been in three times in a year because they have had different warranty issues or that sort of thing. You know, you would approach them with a little different, you know, empathy than just somebody who's coming in for an oil change.

Yeah.

My. One of my best advisors that ever worked for me, his name was Doug. And his. The pre. His pre write ritual was pretty crazy. But he would print up, he'd have his pre write, then he had like a. A stack, just a stack of copies of our maintenance schedule, which it really ticked him off when I changed the maintenance schedule for us because he'd have to throw away his big pile of maintenance schedules. But he essentially had the pre write and then he staples the maintenance menu to the back. And he had this. He had a color coding system. Right. It was like it was pink, yellow, or green. And green was if they'd already done the thing, and then yellow was if it was due, and then red, pink was if it was overdue. And he like, kind of had a thing that he said that I really liked it. He'd be like, you've done such a great job because you've done all these three or four or five things. And I'm sure you probably want to keep taking care of your vehicle the same way that you always have been. Here's what's next. Here's what's after that and everything like that. And it was, it was that. But that wasn't like the genius of what Doug did is because what he was looking for was like the personal information. So like where they were from, all that stuff. So he would like do a little bit of research and you'd find out that like, oh, okay, so they, they were from St. Charles, Illinois, and you know, his kids go in the St. Charles districts. So he'd pre plan conversations based on the information that he had. Now we also had at first with our old dms, we had a little section where we could put little notes about the customers in the system. And we would go in when we were. As an advisor, we'd put down like has two kids, four dogs, you know, one dog's name, Buddy. Buddy or whatever it is. And then he's like, he's hitting all that stuff when they come in on top of, he's looking at their last five visits.

Yeah.

And I remember him one time for sure. Like he was checking in the customer. Been like two or three times for a funny noise. And then they hadn't been in for six months. And he asked me, he's like, hey, that noise, it looks like it's finally gone. He's like, oh yeah, I'm so grateful. And then they start right back in with a gratitude and then you're just easing into it. But I thought that his ritual of the pre write was. It's the best I've seen but, but I always think about that like that pregame is I think about Doug.

Yeah.

I remember when I first started going around in fixing service departments. There was this guy and he would hire me to come in and do advisor training. But his, his department, like it was this big Ford store in Washington and he would kill it. Like they were, they were a huge operation, but his numbers were nuts. His hours per hour, all that. He did this thing that everybody would think was inconceivable to be able to execute, but he did it. And it wasn't negotiable like the way he ran it. But the. Remember back when the DMS just gave you an op code? That was it. Like there was nothing there. He had all the files. Like he literally had two people filing constantly. And at the end of the day they had to pull all the advisors appointments for the next day's files. And all the advisors had this accordion thing on their desk with all of the files. And I, I just remember making the connection of the night before. All the advisors would be going through those files and through the ros and you know, some of those files were huge because customers had been coming there a while and you're talking about a farm, you know, farm community. People drove their trucks hard. Like you know, a lot of information. But that was non negotiable for him. Like that you had to go through the ros and that you had the file right there readily available.

And the fact that all the files were up to date. It was something that was a priority, you know.

Right.

And we have so much more access now to that information. You don't have to put. Pull a file.

Yeah. You like have to hit the H button.

Yeah.

Like it's crazy.

But it, it definitely was his secret sauce for that was pre pulling all of. All of the files.

And well, it's got like the seriousness of a doctor's office at that point. Right.

That's how it felt like you were, you were really, you know, you were really focused on the customers experience in the past as much as in the present. Like it was a global type approach. It wasn't just right now in the moment. What do we do? Because that in a sense isn't all the information.

Yeah.

You're dealing with a very small piece of what's available.

Yeah. Yeah. That's great. That's. That's.

And I tried to implement that in other places and it was, it was really hard because the, you know, most, most of the time back then the file room was like a month behind. Like if you were like where I wrote service. If you were looking from a. For a 4 file from the last 90 days. Good luck.

It's like, oh, it's in the stack.

And then there would be one girl that would come in part time and file and you'd. She'd be like chewing gum and like reading a newspaper.

And her attention to detail was not strong.

Yeah. And she'd put them in the wrong ones. You ever have that happen?

Yes.

Where it's in the bin behind it. Oh yeah. That's so frustrating.

Two digits are transposed.

See this didn't happen to him because it was a like it was. He had two people constantly doing it. They were full time. That was their job. And it was, you know, it was a big deal.

It's great.

Yeah. But you don't have to worry about someone saying your expenses are too high when you're, when your results are better.

Than anyone could ever imagine. His numbers are crazy.

It all makes sense.

Yeah.

And it wasn't just. That's the other thing too is this is Back when Ford had tire shops, so a block down was the tire center for Ford. That was busy too. And the files would get down there. So it wasn't, you know, it wasn't.

It was simple, important. Yeah, yeah, yeah, yeah. That's great. Yeah. So I think a lot of these tie in together and kind of, you know, build on each other a little bit. Right. Because if I, if I have appointments scheduled by advisor, it allows me to do pre game. Right. And just, you know, so a lot of being able to execute on providing a good experience, doing consistent walk arounds, you know, having that great process, making the customer feel welcome. All these different things we've, we've talked about, they kind of build on each other and you know, allow this. So like a good check in experience, there are a lot of variables. It's not bulletproof, it's not a hundred percent of the time. But if you want to.

Provide good hospitality, as she said, it's all about control. It's about curating it.

I love that.

It's about not leaving anything to chance. And, and she went on to tell all these different stories, you know, like, and some of them were old stories I'd heard before. Like the Ritz will pay car services to call ahead and give the names of the individual that's coming to the hotel and stuff like that. So then the hotel knows who to expect and they have all those tricks up their sleeve where the valet is calling somebody by name as they get out of the cab. Magic, you know, like all just things like that. But we can curate way more of that. And pregame is an example of that too. If we know they're coming in and know what time they're coming in and all of you know, all of those things.

It's definitely a great example of offense versus defense.

Yeah.

Where most service drives are trying to play defense like ready for the attack, whereas the, it could easily be the other way.

Yeah. And I feel like forever we've told advisors, hey, you need to be more proactive. You need to be more proactive without giving them the tools to do that. Like you can almost see it in an advisor's eyes sometimes over the years where I've heard them preaching that to advisors and the advisors like, hey, why don't you come down here tomorrow and write 20 and let's see how proactive you are. Because like you get eight appointments at the same time on the drive and let's see how many walk around you, you know, so there's that thing and, and so from A leadership standpoint, I think it's on us. Like, we want those things out of our advisors. We want them to be proactive. There's a good amount of that that's on us. To create systems and intentionally design. Yeah.

Design an outcome.

Yeah. Better said that way, for sure. I agree.

That's a part of the leadership training is, you know, design language. You can tell things are intentional or not.

Yeah.

Because you're designing an outcome versus leaving it to chance.

Yeah, 100%. I love that.

And everything matters. Like the. The sound, the smell, the feel, the look, the. You know.

Yeah.

I feel like this library is a good example of that. There's so much attention to detail, but it was.

Yeah, it was designed, but it.

And it didn't take a minute.

Yeah, no.

Think of all the individual people do.

Come in here and they're like. They do that suspension of belief thing.

Yes.

Super cool, Narnia.

Absolutely. It's great. It's good stuff. Number four, never practice during a live game.

You know, I think most. Do you feel most people think training is important?

I think they say it and don't believe it.

Say it and don't believe it. What about you?

I think there's a bunch of answers to that. I think people would acknowledge that training is important, but it.

Isn'T as important as surviving in the moment. And then also, I think you have people that have invested their time in training that is a waste of time. So it also, like, they're like, well, there's no guarantee that this training is good, so would I rather survive in the moment or take this chance? Right. Like. Like when we talk to companies and they say, oh, well, this Guy's advisor. Training's 45 hours. And it's like, okay, are we trying to train them or are we trying to keep them in front of a screen? Like, is it quantity or quality?

Right.

And I think a lot of. A lot of training in. In our.