The Service Manager’s Guide to Having Saturdays Off

Welcome everybody, to Service Driver Revolution. Tell them what we have coming up on today's show, Chris Jones.

So today, everybody, you guys are gonna want to stay tuned. We have two of the finalists in the you versus you Jeep challenge. We've got Chris and Casey. There are some great interviews. You guys want to take some notes? It's gonna be good stuff. But before we get to that, I have this friend.

His name's.

What a segue.

His name's Rob. He's so lazy. He doesn't even call himself Robert. Like, this guy is so lazy. If laziness were an Olympic sport, he would come in fourth so he didn't have to get on the podium.

Back to you, Chris.

That's all coming up today on Service Drive Revolution.

Okay, so we want to introduce to everybody Chris Marino. This could get confusing, Chris, because there's a Chris, a Christian and a Chris, but I think we'll, we'll navigate it.

There's a lot of that going on today.

That's fine.

Oh, hold on. Before you get too far with this, I, I feel the urge. It was an issue that happened last night. My girlfriend, she's out driving. Last night she got into an accident while she was listening to Adele. She went rolling in the Jeep.

She's okay. Chris and Chris.

Oh, yeah. How rude of me not to ask if she was okay.

It's a 1 in 1 million chance that that was true.

That's a nice segue to giving away my Jeep. I'm not, not sure what I'm going to drive after the event. Chris. I don't know what's going to happen.

Pretty sure you got some cars.

No, that's my daily driver. I've been driving it. Yeah, I have another car that I'm selling because I need to sell it, but I'm gonna, I'm gonna have to get something. So you're, you're a finalist. How does it feel to be a finalist in the contest?

It's amazing.

Were you surprised?

I was surprised. I was nervous when I did it. I decided from the beginning that I was gonna do it. And when I got the call, I was, I was very surprised.

Now, part of entering the contest is you. You turn in your numbers and proof of your before and after numbers. You write an essay and you take a picture with a, with a poster that has your before numbers on one side and after numbers on the other. And you did it with your team? Yes, in the shop. And I got to say, what a good looking team.

Thank you.

Very good looking team. It's a great, great picture. And if you're listening to this, you won't see it, but if you're watching YouTube, we will put it up on there. So one of the things, reading your essay, and we will then go to your specific numbers in a minute, but reading your essay, very common theme in our industry that your general manager or dealer group says, hey, we're bringing in this outside company. And the first thing that you think, and I thought when I worked at a dealership and I'm sure Christian thought is, oh, great, here comes a consultant that's going to spin a bunch of plates that's going to, you know, point out things that I'm doing wrong and, you know, elevate their importance in the, you know, in the situation.

And then what actually happens when we come in, which we try very hard to not think of ourselves as consultants, but think of ourselves as coaches, but kind of go through that process of what you thought, what your past experience has been, and then just a little bit about how it was, you know, more of a team collaboration than experts coming in, telling you what to do.

Yeah.

So when I was at the other. The other dealership I was at, we had consultants. They came in, they told you you're doing X, Y and Z. X, Y and z. Wrong.

They tell your boss the same thing too, right?

Yep.

They tell your boss the same thing, and then they tell you a bunch of things to do and then they disappear. Never hear from them again.

Yeah. Was one of the things that they talked about pro. What is it called?

Product proficiency.

Proficiency.

Yeah.

That's the favor of consultants. Means nothing but, okay, keep going.

And I've been through. I've been through a consultant probably three or four times in my. In my career. And then when I came to Tommy Group, he told me, well, we have an outside group, Chris Collins. And I was like, okay, great, here we go. Here we go again.

Party time.

Yep. And then I was there for a couple weeks and Vicki called. She introduced herself to me. She went through all her past experiences, what she's been through, that she was a service manager. And it was more like a. Like a co worker, like, partnership type thing than an actual, okay, you're doing all this stuff wrong, and this is what you need to do to fix it. It was more, okay, we're going to work together so we can get the department profitable and make sure everybody's happy.

Yeah. Did Vicki tell you that she was the original winner of this contest?

She.

She told me that she won. She. Not this contest, actually. I didn't know that well, so I.

Didn'T do a car, but I did money. So I started off, I did a $25,000 service manager challenge. Then I did. Then eventually I raised it to 50. And this is the first time I'm doing my. My car with which. I don't know. The sticker on the car was, like, 68. Of course, it's worth less than that. But she won cash when she did it. But she was the original winner.

Well, who knows? In this car market, it might be worth more, maybe.

Yeah, that's a good point.

Yeah.

That'S the thing, too. I think that's important is. And I hope that the way that we made you feel was that we're in this together, and we're not, you know, we're not the idealized version of what factory rep or chemical rep or consultant or whatever would be, because we understand how hard it really is. And, you know, looking at your numbers, we understand how much work went into that. Like, you did that. We didn't do that. We were coaches. We influenced. But at the end of the day, you're the star. You're the one that did all the heavy lifting.

Thank you.

Yeah. Well, I think a lot of times people are trying to steal the credit.

Yeah.

Take the credit.

Yeah, they're trying to steal the credit where we know that that's not. That's not true whatsoever. We, more than anything, we're trying to start a community. So you have resources, and you. You know, you don't feel alone. So then, now let's get into. And let's just talk about the numbers. And then I want to ask what your recipe was and what you think the big levers were to achieve the results you did. So on.

On your El are you raised it almost 27 bucks, so 2682 increase in effective labor rate. You had a 16% increase in net to gross and point one in CSI. But, you know, CSI for your brand, that's actually pretty big because it's only. It only goes to 5 overall. So your CSI was already really good, and you went up, which, you know, the only concern there would be if it went down right. Your CSI is going up as your ELR and net to gross went up dramatically. So what would you say the, like, two or three.

You know, most important ingredients to that recipe for those dramatic changes was?

What.

What were the. The big.

So I was. So. I would say it was the morning meetings.

So having a shift meeting every day.

Yep.

Having that morning meeting every day and making the advisors happy and showing them that what we can do and just giving them that positive reinforcement and recentering them, getting them and letting them know that okay, we're going to do this, we're going to have a great day and setting up the side bets and doing goals with them every day. It worked out awesome in my case. And then with, and then the wildcard sales themselves, actually when I went there, they're. Well, the wildcard sales were really down, but actually coaching everybody and like saying, okay, we can do this, we can do this, we can do this. And then showing them and then, okay, Great, you hit 10 today day. Let's see if we can do 11 or 12 the next day. And just always being like that with my advisors, it worked out really good.

In the, in the wild cards in this sense here are a very important part of that effective labor rate increase because it's inside of a pricing strategy where we're competitive on items that drive traffic, but when they're there, we're recommending needed maintenance. Not, you know, nothing they don't need, but recommending maintenance they need. And that has a higher margin which the outcome is that we have a healthier effective labor. Right?

Yes.

And then what would, what would there be a third one? Or do you think those are the two?

The third one I would say is. So I wrote this in my essay and I've always, I've always said it like I judge my success and everything of, with employee satisfaction, customer satisfaction and profitability.

And I've always known that as long as my employees are happy and my customers are happy, that we're going to get to that net profit and the profitability where we need to be. So those are really my big three things.

Cool. And then so in, in kind of, you know, engaging with us and being a part of our family. What, what, what has changed about you personally?

Like me, I became a believer because when I first started, I didn't believe at all. I was like, oh, this is not going to work. I don't really want to do this part. And then when I actually sat down and Vicki came to the store in January and we were, we had that one on one time, it changed my whole outlook on the coaching strategies, the, the wild cards, even, even the menu price. Because even when I first did like the menus with Vicki, it was, I was like, really? We're going to do this? This doesn't make sense to me. I feel like we're taking all this.

Basically it goes against everything that you'd learned up to that point. Right. That's the great thing about it. It's a flip.

That's what's hard for us. Chris, though, is like, most of the training that we all got in our industry coming up. Right. Because, I mean, I feel like I grew up in our industry. Most of what we were taught was tribal knowledge, and so it's from people that really weren't performing at a high level mentoring us to think the same. But really, the. The results aren't a big part of that equation.

No. So. And then once we did. Once we did all that and I seen that it was actually possible, I was like, okay, I'm really going to do this. This is great. I can. I can get this all to work. I have Vicki there as my backbone if I run into trouble and I could pick up the phone anytime I need her and she's there. So it was just a great. It changed my entire outlook on everything.

So what do you think it. Is that. That hesitation. Do you think that it feels overwhelming, like it's too much work? Is it too much change at one time? Like, help us understand from. From the perspective of a new manager?

Yeah.

So at first I felt like it was too much change at one time. So I was like. So I was going into it, I'm like, we're going to change this, this and this. Like, nobody's going to understand what's going on. They're like, okay, we're raising prices here. We're going to do this. We're going to play all these games, and it's just going to. It's going to be like it was something we didn't do all the time. So it was just. It was basically making everybody believe, and I had to make myself believe it, too.

And.

But once you actually do it, you realize it's. It's a lot of work, don't get me wrong. But it's not as much work as you think it is. It starts flowing once you put one process in place, the other processes follow with it.

Yeah. And hopefully it feels scalable after that. It should be easier. And now you can scale, right?

Yep.

Yeah. Yeah, that's. And can you make the correlation now that the. The more change in that, you know, short period of time that it affects the outcome and the results equally?

Yeah, I can.

Like, the dramatic results that you've had are, you know, equal to the amount of change that you quick. You know, you quickly did.

Exactly. No, and it worked out. Like I said, it worked out great. I mean, the nets. The nets are Gross. And everything, everything went up to right where, where we need to be. And since I've been keeping with the program and making sure everything's going the way it's supposed to be, the last eight months now, we've been completely profitable, so we haven't fell out. We've made CSI every month this year and everybody's happy and everybody's making money. I have advisors that are maxing out their pay plan almost every month now. So it's good.

That's great. So now how about personally for you in, you know, your home life or outside of work, has this had any effect on the way you, you just feel overall?

Oh, it has. I mean financially, with myself, I, I'm in a financially better spot because we're, because of the way my pay plan is set up. So I'm, we're making that, we're making csi. So I'm, I'm getting paid like I should. And even my time at home, when I was at the other, when I was at other dealerships, I was out. I was working 90% of the time like we all are, but it was, I was never home like at 7 or 8 o'.

Clock.

I'm to the point at my dealership now that I actually feel comfortable knowing that I can take a Saturday off and go to my kids games and not worry because they're still going to do that. They know what I expect. They're still going to do the process the way they're supposed to. So it's given me more time with my family and just being able to do everything that we enjoy.

Man, that's a really, really good point because I think that again, how we were brought up in the industry was that the strong leaders were the ones that were there in the morning and there at night, bell to bell and bell to bell six days a week, everything like that. What I'm learning is what he just said is that the great leaders are the ones that can leave and go see their kids game on a Saturday and, and they come back on Monday morning, they don't have 50 voicemails, they don't have a whole bunch of fires to put out because the system's so strong that the people just follow it. That's a sign of a great leader, in my opinion, is when you can step away and it doesn't fall apart.

But we all learned that because. I know, I remember, I remember being so unhealthy too because I literally would.

Just eat pizza while you're walking around doing other stuff.

So unhealthy and you know, just low self esteem too because you're, you know, I don't know, it just messes with you because your only go to or I, I know for myself, my only go to was to work harder. I didn't know where the levers were and so it was just more of everything. And at some point that just takes all of your soul away.

I, I don't know if you know the story, Chris, but I hired a coach when I was running a dealership. So I was a general manager and I literally would have a line outside my office and I knew I was kind of coming to the end of the year, I was making my goals for the next year and I knew that I had, you know, I was working six days a week, sometimes seven at the end of the month. Right, because you, you know, in the front end.

If the month ends on a weekend or whatever, you're there like no matter what, or if it's the last weekend going into the end. So you're, you're, you know, you're working crazy hours, you got a line, you feel, you know, you're important because you're making a lot of decisions, but you, you don't have anything else to give. Like there's, there's nothing else left to, to give. And I literally, I paid. This guy came over to my house and I believe it was $800 an hour. And I paid for it out of my, my own.

You know, my own money. In fact, I didn't really want my boss to know I was doing it probably for a couple reasons. One is I didn't know if it would work and I didn't want him to also manage, you know, that part of it because I knew that it was going to be hard for me to change. And I fought the guy. Like I remember, I remember I went, I. The first meeting I sat with him and he was just an hour at my house. And he goes, hey, I want you to keep track of what you do throughout the day. And he said he wanted me to do it for a week, but I couldn't do it for a week. But I did do it for two days. And so he's looking at my Tuesday the next week when we met and he goes, what is this heat sheet meeting? So I would have a heat sheet meeting with my finance director and it was about four hours every Tuesday. And I would, you know, I'd call in a fleet guy to be like, hey, we need a driver's license on this deal. We need insurance on this deal. And I was chasing, you know, we were. With used and new, we're selling over 600 cars a month. So there. There were. There were a lot of deals that were missing, you know, something. And so then the. I'm showing him this, and I'm explaining it to him, and he. And I remember pushing back on him, like, with all the conviction in the world. He says to me, goes, so, what is the finance? Because he didn't know a lot about car.

He.

He was coaching, like, Fortune 500 CEOs. And he goes, so, what is the finance director do? And I go, well, there, blah, blah, blah. You know, I explain the thing, and we have 12 finance managers and whatever. And he goes, no, what do they do? If you're doing their job for, like, why would you be chasing a driver's license? Like, I'm. I've bought a car before. I know that I left without giving them a driver's. Why aren't they getting it? And I would say, well, sometimes we are. Our fleet salespeople will deal with brokers. And he'd be like, yeah, but what's the finance director's job? Could you explain to me the job of the finance director? And I remember. I thought he left or whatever. And then the. The next heat sheet meeting, I was like.

To my finance director was like, hey, it occurred to me.

I have you to do all this, and why am I chasing the fleet? What I want to do is I want to move this meeting to Wednesday, and I want you to do all of this. And.

My goal is that this meeting's 10 minutes. And so, you know, we went from three sheets to, you know, five deals at the top of one sheet. And those deals, they, you know, she would just explain. But the hardest person to change was me.

It wasn't. It wasn't my finance director. I was in this. This, you know, loop of thinking I was so important, and it took something. It took me paying somebody a lot of money to come in and then point out something pretty clear. I mean, it happens to us all the time, too. Our clients will be like, oh, we thought of that, or, oh, we knew that. And I'm always like, yeah, no, the difference is we're just going to do it. It's not that we invented anything. We're just gonna do ends up that the secret to success is in the execution, not in the idea.

My favorite line is, oh, yeah, we tried that once.

Yeah, well, we're gonna do it again, but it's gonna work.

We're gonna follow Through.

Yeah.

That's awesome. Well, what advice, Chris, would you give to managers out there that you know are in a situation like we've all kind of been in, where service is the afterthought? You're not really given the tools to succeed. Right. You're not even oftentimes even shown the financial. Even though you're graded on, on the outcome. What, what would you, what would you say?

Are they.

Are these persons coming into the program now, into Chris Collins program, or just in general?

Just in general.

I would say to the person coming in that's becoming a manager, and they're in the same boat that I was in, in the beginning. One, don't give up. Don't try to do everything yourself. You have advisors, you have support staff. Let them do their jobs, because if they're not doing their. You have to show them and put them in the right direction. But let them do their jobs. Don't do them for them, because if you do it for them, you're never going to succeed. And that was me for the longest time. I would think something was wrong. Just give it to me, I'll fix it myself. And you do that, and you do that and you do that. And then you get to a point that you're just fixing everything and they don't care because.

They know that you're going to be there to fix it. But once it's kind of like what you said, once they, once they start doing it themselves, it magically gets done and all of a sudden they know how to do it.

Yeah.

And that was one of my biggest downfalls. So if you do that with your employees and just make sure that they're actually doing what they're supposed to do, coach them in the right directions and just make, turn the team into a family. Don't treat it as it's. You're just one of my employees and it is what it is and I don't care about you. Act like, don't act, actually care, but don't fake it. Pretend like you care about them. Ask them how their family's doing, and you'd be surprised once in a. Once they know that you actually care and it actually means a lot to you, what the results are, they, they go, they'll. They'll do everything in their power to work their hardest for you.

Why do you think a lot of managers approach is. It's just business. And if you care about your people, that's either a weakness or a disadvantage. Why do you think we were conditioned that way coming up I think we.

Were conditioned that way just because it was, okay, you're here, you're up, you're up higher than them. So don't worry about them. Who cares what's going on in their personal life? Just make them work. But if somebody is in a really bad relationship or something at home, and I know the old saying is, okay, you got to leave it at the door. You can't let it affect you. But any normal person, that's going to affect you. So if you get to the bottom of what's going on with that person and saying, how can I help you? What can we do to make this better? Even if sometimes it's okay, do you need a couple of days off just to get your head right and then come back? That person's going to have so much more respect for you.

Yeah. Yeah. I never wanted to be treated that way. And it never.

It never felt good to be treated that way. But it definitely is the culture of our industry. It's just business, like, well, I'm here a lot. I'm here a long time every day. So I'm giving a piece of my soul to this place.

I would love for it to feel like it's not just business.

Yeah. You're with your co workers more than you're with your family most of the time.

Yeah.

And it becomes part of your identity. Right. Like, this is what we do. This is who we are. That's awesome.

I think if managers are saying that they're not emotionally attached to their people, they're fooling themselves. I literally think that almost everyone, if you really, really care about your business, they give no choice. Like, it's just the attachment to your people and your care for their best interests. Like, almost all leaders that are really, really great leaders, their success is definitely, like, they see it from what happens with their people. Like, you heard Chris talking about the advisor, and he's got an advisor on his drive. That's amazing.

At a VW store, she's averaging three and a half to four hours a month per ro. She absolutely kills it. But he's ecstatic for her and more so than what he is for his own performance. And I think that that's a thing with managers. If there was a lesson there is that if you could derive more success from what your people do, then what? From the accolades that you get. You'll be a better leader. But you have to. Oh, I almost swore. Wow. You have to care about them.

You trying to get us marked explicit?

No, not today.

Okay, good. Awesome. Well, thanks, Chris, for coming on. We appreciate it. We know this is going to be an inspiration to others. And most importantly, we can't wait to hang out with you next week.

All right, I will see you guys next week.

Awesome. Thanks.

Thank you.

So that was an interview with Chris. Tell him what's coming up next, Christian.

Okay, now we have another finalist interview with Casey.

And no jokes about the Olympics.

Not this time, but maybe later.

Today we have an Assassin elite group member and handsome devil. We won't talk about the fact that he's a Chargers fan.

We don't want to talk about it at all.

How's it going, Casey?

I'm doing fantastic, thanks.

Let's just talk about these incredible numbers right off of the top increase in CSI, 8.7%. Effective labor rate up almost 10 bucks. And net to gross up 15%. That is huge.

Huge.

Big numbers.

Big numbers. So for managers out there, kind of go through, what do you think the top three things are in the recipe for making those sort of changes? What was your mindset? What did you do? What did it take? How did you build that outcome?

And Casey, before you get started on that, there's been a tragedy. I need to report at the army base. Not too long ago, a jeep went through there, drove over a bag. Yep. Drove over a bag of microwave popcorn and killed a couple of colonels.

Sorry, Casey.

I would start out first. I would tell you honestly, trust. Getting the employees to trust the process and believe in what I believed in.

Why don't the employees trust the process?

Probably I would say because the manager, if they're changing things a lot, that means that they don't feel like they're doing it the right way. So if they're changing their process all the time, it's not. It's not steady. It's not trustworthy if we're constantly changing what our process is. So getting them to trust the process and sticking with the processes, one of the biggest things. I think so.

Consistency with it.

Yeah.

The other thing we've always done here is just our culture. Our culture is huge at our store. Our employees are happy to be here. And that's from top down. That's one of the biggest things we focus on in this store as managers. We have meetings about it all the time. Getting our culture right and having our people happy to be here every day reflects directly to our customers. If our employees are happy, our customers are happy.

How do you create. How do you create that culture? How do you. How do you make people happy?

I don't know. I would say just listening to them caring about more than just work, listen to what their afterlife is. Getting to know them, knowing their families.

Making sure that they get along and that they're all helping each other. And it's not. It's not a backstabbing game. You know, they're all out here with the same purpose, to take care of the customer. It's not just about them, it's about everybody.

So trust, sticking to it culture.

I mean, one cool thing that we did during, you know, Covid, was they took care of every employee here. They made sure that they didn't make any less money than they did the year before. So what we did is we dialed in how much money they made the prior year and built it to an hourly rate, basically. And whether it was a slow day or a slow month or a slow year, they didn't make less money than they did the year before.

We.

We took care of all the employees and made sure that they were paid.

What they made and kept everybody too. So no furloughs, nothing like that.

And kept everybody. Yep. We didn't lose anybody during it.

Yeah, that's a really good sign of a strong organization, for sure. That's. That's pretty cool.

Yeah. And we've. We've seen. We've seen stores. Right. Casey, maybe you're familiar with some in the group where they panicked, they furloughed, laid people off, and then those people aren't coming back.

Right. They happened all around us.

I'm gonna guess he probably hired some of them. You know what I mean? Like, he's open and he's. He's open for business. I think that that's a big thing. But I tell you what, probably one of the most dangerous things that we saw was not only were people furloughing, like support staff and advisors, like there were people that were furloughing technicians. And my, My head still doesn't wrap around that. But they'll never get.

Never running out of work. That was what's weird.

I agree.

Panic to panic. Right. Why do you think a lot of service managers get stuck.

In their. In their results? In the sense that. I've always understood that if you. If you have results that.

Aren'T working or aren't good, then something has to change in order for the output to change. Right. So whatever your actions are, then you have to change those actions in order to change the outcome. What. What do you think it is that keeps managers from wanting to change?

And I don't know, in a sense, they get paralyzed.

Comfort. They're comfortable.

You know, hiring new people or changing personnel can disturb the whole process if you get the wrong person in. So I think there's fear and comfort is why change doesn't happen.

It's pretty common in our industry. But a lot of times, you know, the dealerships also don't serve the manager in the sense that they tell them like, hey, get me more gross, give me more gross. But they're looking at the profit, but they're saying gross. So the managers get put in a trick bag too, in that sense.

Yeah, I've learned, learned quite a bit just being with you guys with understanding gross. And next. I had no idea what any of that was when I started in this business. I've been here for 18 years and I've been the manager for the last three, but when I got the manager position, I had no idea what any of that was. I was paid on gross and I have no idea what it was.

Yeah, yeah. Isn't that. And that's not that uncommon. Like, that's a failure of an industry, not of the manager. I mean, most of our training is tribal knowledge, right?

Exactly. That's all it is, really. That's what we got.

And so then we're just rolling the dice on the person that mentored us.

Was, you know, was good enough.

Yeah, they knew they understood gross, but the chances are they didn't understand the numbers. And if you don't understand them, then in a sense you're just trying to stay out of trouble instead of really driving the outcome, which is how managers.

Then start to kind of catch their identity with tasks. Because when you're a manager and you're doing like those ten and twelve dollar an hour things, at least you have something quantitative that you can grab onto and say, I did it. Like, if you don't understand financials, you don't understand gross, you don't understand net. It's like it's this magic thing and you're like, I think I'm doing it right. But, you know, then you start to get driven into tasks. And then when you're doing the tasks, you're not doing the things that are moving the needle. So I see how it happens, for sure.

Where do you, where do you see things changing in the last couple years.

Covid aside? Like, what do you see changing with the manufacturers and the customers and just the marketplace overall as it affects us in service?

The customers are uneasy, for sure. I haven't seen people like this ever since I've been in this business. But it's tough to make them happy. It's harder to make them happy. I think they have a lot going on that they didn't before, and service isn't the place they want to start to come to anyways. They're never happy to come see us, but I think they're more uneasy than they've ever been.

How do you talk to your advisors about handling that extra added edge that is coming in the drive?

My biggest thing that I talk to them about is.

Not letting the customer win. You can let the customer vent and listen to them, but when that customer leaves, there's a new customer that's coming in that doesn't deserve to be treated like anybody else. They need the same treatment that you give the customer before and before and before. But if that customer ruined your day and then you reflect it to the rest of the people that come in, every customer will be mad at you. So if you let the. If you let the customer draw you down to their level, that's their win. That's the customer winning. And don't let them win. Don't let them bring. Or don't let them bring you to their level. So start over and start fresh with a new one that comes in. And be happy in a sense.

Like, be like a quarterback in the NFL. Like, if you throw an interception, you gotta have a short memory and start over.

Right.

Like a goldfish. Did you know that the goldfish is the animal in the animal kingdom with the shortest memory?

No, I didn't know that.

Yeah. Your advisors need to be like goldfish, Casey.

I prefer to say they're like NFL quarterbacks.

What, you think that's more glorious than being a goldfish?

Goldfish don't live long either. Probably Tom Brady's gonna live forever.

Yeah.

He'll be 200 years old, sleeps in formaldehyde. That guy, he looks like he's, you know, still in his mid-20s, too. It's hilarious. That's fun stuff. Well, we're super excited to see you next week, and great job. Those numbers that you achieved aren't easy. We know you put in a lot of work, and it shows, and it's.

It's fun. It's fun when they continually increase like that. Everybody's having a good time. So when you're having good days, good months, it's. It makes the job so much better.

Yeah. And it's contagious, right?

It is. Everybody around you wants to do the same thing.

It's fun. Well, Christian is trying to plan a karaoke thing at top dog. Are you down with the karaoke?

Sure.

What's your go to karaoke?

That was a lie, by the way. Like, I don't know if you caught all those things.

I was gonna keep. I was gonna double down. What's your karaoke go to? Song.

Yeah.

So it's a lie because I don't know.

I have no idea. I don't karaoke. I didn't know karaoke. It was hard enough to get me to bark last time, but I'll.

You did bark, though.

I remember I did.

Did we find our bark stickers?

We. I think we do have the bark stickers.

Okay, good.

But, yeah, I remember Casey participating in the bark contest, actually.

Yeah.

Now that he said that.

It took some convincing and some tequila, but we got it to happen.

Glad I didn't know. The way it all would end. The way it all would go. Our lives are better left to. Yeah. I have voice of an angel.

Voice of an angel. That's good stuff.

Awesome. Well, we'll see it. We'll see you next week.

All right. Awesome.

Thanks for tuning in and listening to these interviews with Chris and Casey. Inspirational stuff. Hopefully you're walking away understanding that the difference between high performers and average performers is more mindset and execution.

Exactly right.

That's it. But we're all very similar. We're all the same. We have the same 24 hours in a day. Now we have announcement next week we're going to profile one more finalist. And then what are we going to do, Christian?

We are going to profile the winner of the Jeep.

So who drove the Jeep home? So if you don't know, you're going to want to make sure you tune in to the next episode of 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, 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.