What I Look For When Hiring A Service Performance Coach

Welcome, everybody, to the big show. We have an exciting conversation for you today. I'm Chris. That's Hoagie, Adam. We're all here, and we're going to talk about. I don't know how to say this. We're going to talk about why I never approve any new people in the company. Coaches specifically.

Coaches specifically.

Why I did in America. Why decline? And Adam and Hoagie kind of put up a bet that's going to be pretty interesting because I'm going to have to get. I'm going to have to get ice in order for this bet to pay off something. And we talk about the American hockey team and gold medal and much, much more. Coming up right now on Service Drive Revolution. Do you guys watch any of the Olympics? Do you watch the closing ceremony?

I did not watch.

Where. Where were the Olympics this time?

Milan, I think.

At least, you know. No, nobody's watching.

Downhill skiing, A little bit of tobogganing, I think. Or was that a Disney movie? But I did catch what we should be talking about, which we haven't been talking about, is the USA winning the gold in hockey since 1980. We haven't won, so that's huge.

The. The women's hockey team, right?

They won the men's, man. Come on. Like, have you ever seen the.

The.

The Disney movie, the Miracle on Ice? Or. It was a thing. The Miracle on Ice?

No, I've never seen that.

Oh, man.

Dude, what does that have to do with women's hockey?

You're killing me. Come on. Men's.

Did you see Kash Patel partying with the American hockey team?

Oh, so you got that he was getting, what, some slack on that.

Yeah. I don't understand why he was getting slack on it. I mean, it. It's a. It's a big deal, like, especially to beat that Canadian team.

Like, that's overtime, dude. Yeah. Overtime.

Yeah. That's nuts. I.

That one about that one soon also, like, there was a whole storyline, right? Like, the. Not only were. Were they the underdog, but, like, one of the main guys on their team died. Just was it like a year or two ago and then.

Yeah, in a bicycle accident, right?

Yeah. And his family wasn't going to come, and then they ended up coming anyway, and they, like, took his kids on the ice for the team photo after. Like, there's a. There's a million storylines in that one, you know, in that one story.

It's super sweet, you know?

You know what that tells me, Hoagie?

What?

That you were watching the Olympics on NBC. Because that's all NBC does, is tell the story of the story of the story. It's not about hockey. It's about the guy who died. Like, it's just. It's. There's. They're so good at that, but that's all they're do, like the whole thing. Right. Like when we had that guy talking elite at Top Dog that does the super bowl and all that, he was just saying, like, it's just the story. Because how do you get somebody interested in downhill skiing? Nobody cares about downhill skiing. You got to tell the story behind the person and how hard it was for them to get there and make them interesting to the audience and then they root for the sport. But most people don't care about 90% of the sports that are in the Olympics.

Yeah.

And so you gotta tell the story behind it. I mean, it's the same with American Idol or any of those shows. But it sounds like you were watching because I didn't know any of that.

Well, no, actually we were watching Hoagie. Remember we had a boot camp, what, a few weeks ago, and we were watching curling. What is. Dude, yeah. Have you ever done curling, Chris?

I can answer that. There's no way he's done curling.

No, I have.

Well, I have. I have.

I've actually played hockey too. I could. So when I was a kid in Washington, like, the ponds would freeze over in the winter and you would do that stuff.

Oh, okay.

Like, we would play hockey and all of that. And then every once in a while, somebody would fall in the. In the lake and die.

But,

yeah, our ponds would freeze over. But I. I fell several times, bruised my knees. Definitely wasn't going to try to put on skates. That's a death.

I've been. I've been ice fishing, Huggy.

Oh, really?

Yeah.

It's such a. I'm such a city boy that nobody thinks that I've ever done any of that country stuff. I know how to ride a horse. I've fed. I've fed the cat. I've fed the animals before.

We're going to have to do like a sdr, Oklahoma, so we can, like, we can ride a horse and fish and not. Hey, the true test wants to see Chris on a horse.

And I say 25ft up in the air in a tree stand sitting, still shaking because it's so cold.

You know, I've never. I've never really been deer hunting because I grew up in a family where my grandparents. Best friend's son was shot on a trip and was very present in everybody's. Everybody was very traumatized by it. He was a. I think he was like 12 or 13. He was best friends with my uncle and his sister was best friends with my mom and they were the same age. And I've always kind of been afraid of it because of that. And I can see that, you know, he had on the orange like it. Yeah. I don't know. That's. I would say that's one thing that didn't happen when I was growing up. I've been bear hunting, oddly, but I've never been deer hunting.

Yeah, I'd say.

And the bear hunting was, was with dogs too, by the way.

Yeah. From what I've recalled, it definitely is. I've never been bear hunting, but I think turkey hunting, like public land scares the crap out of me. So like anyone that on that watches this is probably like calls me a prima donna for hunting. I'm lucky to go on some private land. But that's where I think most accidents happen is on public land and turkey's.

How does Brook feel? How does Brooke feel about the fact that you married her for her, her parents? How does, how does Brook feel about

that for the ability to hunt?

Yeah, honey, I love you, but I'll be, I'll be at your dad's.

I, I think she, I think she knows better because I never grew up hunting as a kid, so it's like that was definitely not the, the draw, but it is raw because it's fun. I don't know, maybe it's an excuse to get me out of the house.

I'll tell you, it's a big hit at the, at the super bowl party. The meat sticks and the jerky. And the jerky. I ate a ton of the jerky, but I did too. People love the meat sticks more.

This year's is good, man. This year's is really good.

Yeah. So, I mean, we're eating what you kill.

Yeah, that's, that's what it's all about. But here, back to turkey. What's very bad is it's red and blue on, on the, on the neck of a, of a turkey signals like where a lot of people like don't wear red and blue when you go hunting. So that's where a lot of accidents happen. And there's so much more, there's more excitement. I think in my opinion when it comes to turkey hunting that there's more accidents because as soon as you see them, because they're very sight driven and seeing you. So that's where I, I think that's more scary besides the deer, but definitely hunting. Hunting safety is definitely, is crucial.

Okay. Well, it was a big deal. I think that America won the gold in hockey. Pretty fun.

We should be running around with the American flag like on our backs just like they did after they won and scored that overtime goal. Like at least go back and check that out.

I've probably watched the clip of them winning and jumping on the ice and everybody going crazy like 10 times.

Good.

Pretty fun.

That's all you need.

Full disclosure. That's where I, that's where I watched most of the highlights and everything was not on NBC, on Instagram, but I have, I've watched simply. I've watched all those clips like over and over and over again and keep learning more, more and more about the story, but I don't know. Yeah, it was, it was, it. There's just a, there's a lot there that I was kind of thinking about going through. I tell you one, one other thing is I'm going to celebrate like that whenever, you know, we've been, we've been interviewing a lot of coaches and we. Some coaching openings and I'm going to celebrate like that. I'm going to run around on the ice with the American flag. Whenever we get Chris to say yes to one of these coaching candidates, I agree with you.

I'm actually going to have a trophy where we drink out of like the, the cup, like a Stanley cup winning. If we're talking about that. For sure, man.

I thought for sure we had it with, you know, we'll call him Mr. X as our, as our in house code name.

You mean Mr. Why not? Why not?

Yeah. I thought, I thought we had it with that one.

But what do you mean that with that one it's been. Is three or four. Maybe three.

Four. Yeah.

Yeah. I mean I thought it was like three strikes throughout. But I mean we're, you know, we're going,

yeah, it's fun. It's funny. So for the audience out there listening, we're hiring coaches and you know, for us it's really hard to train a coach. Like, let's just talk about that for a second. Like we interview and we, we get to this point, but the talent that it takes to do it, the sacrifices you make, the travel, I mean, it's, it's not an easy gig to do. And so there's just certain things that you look for. But the, I think the, the main thing is that you have to be addicted to fixing stuff. Yeah. And so people that are addicted to fixing stuff have certain characteristics, and I will even say those characteristics because you can't fake them. Like, there, there's no way to fake it. So if you're addicted to fixing stuff, you will have a long track record of stories of how you fix stuff. Right? So, like, if I ask somebody, like, okay, well, tell me about the things that you fix, they will, they'll have a bunch. And then if I ask them to tell me the recipe for how you fix something, and I mean, mostly we're talking about service or parts departments, right? But what is the recipe for how you fix them? There's, there's a certain answer or a style of answer that will tell you that they actually know what they're doing or they know how to, how to fix something. One, One, you know, telltale sign there too, is that they see it as a system. Like, you know, have you, have you ever got. Well, like, say, for example, Hoagie. I think you and I have talked about this before, and this might be abstract for some of our listeners, but you'll get, you'll. You'll understand. But in 2002 or 2003, BMW switched the, the operating systems in their cars. Is that how you would explain it?

Yeah, yeah. I don't know that anybody cares about the technical term, but they went to something called decentralized body electronics. But anyway, yeah, so it was a night.

It was a, it was an absolute nightmare. And I was, I was running a BMW store as a general manager at the time, and we had text. It just literally packed up and left. Like they were just like, I'm never working on one of these cars again. The BMW, for a long time tried to pretend like the cars weren't what they were, and so they weren't paying tax to do the work. They were, they weren't paying our text to figure out what they didn't know yet. And so, you know, these texts. Spend two days on something and pay them an hour or whatever. And, and it was just really frustrating. And so, like, if I asked you on a, on a seven series, your approach to replacing the wire harness, which, the wire harness on these cars went through the whole, the whole car, right. And I don't know what did it pay? 22 hours?

Oh, I don't know. It started out at something and then like, like most of that stuff, you know, went from like 40 hours to like six or.

Okay. But being, being a technician, like, you would be able to explain to me your approach. It's a big job It's a hard job. You would explain your approach, the order of things, and then eventually what happened is some of the technicians figured out that you can solder and fix the harness without removing it. Right. But you would be able to talk about the steps in the process in order to make time. And then I would say, so, you know, how long can you do on it? And you would go, oh, I could probably do it in about seven hours. And it paid 22 hours or whatever it was. Right. Like, you would know how to make time on it because you're a fixer, you know, and even though you probably didn't want to get a wire harness, if you can do it in seven and it pays 22, you weren't going to say no to that job. And you were probably one of, what, three techs in the shop that could do it, because everybody couldn't do it. And so you would be able to tell me your approach and your thought process and why things work and why other things don't work. And you'd also be able to tell me mistakes you'd made along the way, because, you know, the mistakes along the way were a learning process. They weren't in an indictment. Right. You weren't afraid. You weren't afraid to make mistakes because it. It was all lost anyways. It was a. You know, it was a disaster for everybody the way that those cars were launched and how they were in the beginning. Right. And so you. You know, you would. You would. You know, I guess I could probably ask Adam what. What the steps are to. To catch, you know, getting a deer. And, like, he's gonna say, well, you know, you wear these certain clothes, and you don't want to smell like breakfast burritos or whatever. You're not gonna. You're not gonna douse yourself an Old Spice cologne when you go hunting, Right.

You know what you're gonna douse yourself in?

What?

Not. Not that I have.

Well, it's not going to be coyote piss, right?

No, it's dough urine.

Yeah. So. But not coyote, because coyote would. Would. They would avoid that, right?

Yeah.

So your coyote urine cologne would not be what you were using that day. That would be for something else. Hopefully. When you. When you and Hoagie are running around on this ice with American flags, when we hire a coach, you can wear it for that. But you would. You would understand the process, right? You'd be able to talk about the. The steps to be able to catch deer. You'd be really quiet up in the blind. Right? My am I. Correct or incorrect, Adam?

Yeah.

Yeah, there's a process. You'd be able to talk about a process. And so then if I'm interviewing somebody to be a coach and they aren't addicted to fixing stuff, they're not going to be very good at what we do. They're not going to want to learn because we're going to teach them a lot of stuff. And we need somebody who wants to learn and get better and improve. But they also don't think of things in a recipe. They're more emotional about it. And most of the time, the people that aren't good at fixing stuff want to, are more worried about appearing a certain way, appearing successful, versus actually having a track record of turning stuff around. Does that make sense?

Yeah. Yeah.

And so you know that when they get to me, that's the thing that I'm, I'm looking for is they, they can break down a recipe, how to fix something, and then there's certain things inside of that recipe that, that tell me they know what they're doing. And I'll, I'll tell you the number one thing that isn't the answer when I say, what's the recipe to fixing a department? The people. If they say the people, they're usually not fixers.

It's kind of funny our, our interviewing with some of our clients. It's the, the first thing that they'll go to too, or any other sort of business. It's about the people.

Oh, I used to, so when I first started doing this, like I was 24, right. So I was really trying really hard to be good at what I was doing. And I just came to this realization by the time I was like 26 and I'd read a lot of books and I was, I was learning and I, I had gone out and like, you know, spent time with people that turn businesses around, not in automotive, like in other industries, like turnaround types. And one of the things that, that I figured out pretty early, that it was the system that holds all of the leverage. And I would tell people that because I was so excited, right. I'm 26. And dealers would ask me like, how do you do what you do? How are you getting these incredible results? And I would be like, oh, it's the system. And they'd go, no, it's the, the people. And I would be like, no, no, I'm telling you, it's not the people, it's the system. And they would be like, you cold hearted sob. How could it not be the people? We're people. We want it to be us. We're like, the most biased thing for people is people because you're people. Right? It's like, I get it. I get that you're biased for people. But if. If you really want to know the truth, it's not the people. The people are. Are the. The second ingredient. And honestly, if you have really good systems, you can. You can survive with mediocre people. You. You don't want to, but you can. It's the it. You know, and just the flip side of that is if you have really good people and bad systems, you'll run them out. Like, good people don't want to be in bad systems. They don't want to do things three times. They don't want to get caught in a trap. They. They don't want to, you know, like, just. Just think about the departments we've gone in where the advisors not at their desk, they're washing a car, and they're like, they're looking for lost keys, whatever it is. And then the phone's just ringing off the hook, and they're like, oh, no, Chris, what we need is more traffic. You're like, I'm pretty. You're averaging a, you know, you're averaging 0.7 a ticket. I don't think you need, like. I think what we need to do is fix the average before we talk about more traffic. More traffic will just make more lost keys.

Yeah. It is funny how the more stores I've been into and I. And I did this job for a couple of years before I started catching on to this thing. When you go to a store for the first time, um, it's interesting. One thing that makes me very, very nervous when I get to a store for the first time is if everybody is just in total love with the manager. Like, oh, the manager is the best thing since sliced bread, whatever. And not all the time, but oftentimes why that makes me so nervous is everybody's kind of allowed to do what they want. And it's a. It's an interesting thing where when you get to a store and this is, I can count on one hand the amount of times this has happened. But every once in a while, when there's great leadership, you get to a store and if I ask about the manager, they'll be like, man, he's tough. Like, he's super tough. But, like, you know, I left here two years ago and I came right back because, like, we got a good team. And the, like, people. People are attracted to structure. And a good leader provides that structure, kind of to your point. And I think the unfortunate thing with that is, you know, when. When somebody says it's the people, and they don't understand that leadership is about providing structure. Like, we are people. And Jordan Peterson, I think, says it the best. He's like, people are bad managers of themselves. And so when you're leading a group of people, most of us as adults, like, really, truly, we're still disgruntled teenagers as employees. And so from a leadership standpoint, you got to realize, like, you got a bunch of disgruntled teenagers. And so there has to be, like, structure and discipline. There's no way to lead them outside of that, you know, and it's. It is an interesting thing when you get to the store. Like, you're kind of judging the book by its cover a little bit when you do that. But, I mean, a lot of times it's. It's pretty spot on. Like, if they're like, hey, the guy's tough but fair, a lot of times, it's a great indicator of good leadership. And then, you know, if they're like, oh, you know, we love them, or. Or whatever, they're just oozing about it. It's usually because they can kind of do what they want.

And usually in that situation, they're not. They're not making money. And when they're losing money, you either have they love the manager and they're losing money, or the manager is just mia. He's a ghost. Yeah, he's a ghost. Like, he has no presence. He's there, but he has no presence whatsoever. He's just reacting all the time. He's. He's not intentional about making anything happen. He's just surviving. Yeah, you kind of have, like, one of those two.

Yeah. I was talking to a general manager about this same thing one time, and he had just got the opportunity to come back to the group that he was at, and we were talking about that very thing because it happened to him. And he's like, I'm really. I'm really grateful to be back in this opportunity. They were letting him buy in for ownership and a couple other things. And he's. He said most people, he's like, I fell into the same group of people that when they're under good leadership, a lot of times they don't know it until they've left. And it made me think, like, you hear that a lot out of people, too, where they're like, oh, man, I didn't know it until years later. But that guy was the best boss I ever had. And so I thought that was really insightful on his part of. He knew he had left great leadership and he was just grateful he got to come back to it. Because a lot of times if you're, if you're under somebody that's putting the pressure on you to get better, you know, as a disgruntled teenager, that doesn't always feel good. Right?

Like it's, it's funny too that, that you, you say that because like for the longest time I wanted to write that leadership book because of this exact subject. Because most of the time the leadership training out there is bad management training in a way. Like they don't. I've yet to be in a leadership training workshop or book that tells you what, how real leadership works. And I all. I was just always frustrated about that, that nobody wanted to really talk about leadership at a high level. Like, you know, in the car business, we're like, oh, I went to Dave Anderson's leadership training. It's like, well, that's management training. Probably like real leadership is, you know, it's a completely different thing. Like leaders are one in one in a million. Like I tried to do this, I tried to count how many people we've worked with that I thought were real leaders. And it's less than, it's less than my fingers on two hands, like it's less than 10 for sure. It's very rare that you run into a real leader that understands human behavior and marketing and sociology and like is, is a good orator. You know, it's, it's a, it's a high bar to be a true leader.

Yeah, yeah, yeah, it is, it's. You don't, you don't spot it very often and it's. But like you said, like most of the books you pick up or most of the training you can go to on it, the, the people give that answer that you know, the biggest key to fixing thing, fixing something or even, or even what's the key to leadership? Because of all the bad training and books and stuff out there. They say the people, like, it's just like a canned response that is kind of in that world, in that universe. But it is interesting. Like if you're looking at through a results oriented lens and what does the business look like? What does the customer experience look like? What are the facilities look like? What, you know, just all the attention to detail when there's great attention to all of that detail. And you know, like I said, it was Just something I picked up on after doing this for a couple of years. The answers you get from the employees about the manager, about the process. If. If there's so much clarity around the system and structure and process, the other employees end up kind of teaching and being the guardrails for the process. And there's just all those little things that you notice and when you know what you're looking for in the way we're talking about it. What I didn't realize before is that that was leadership. Like, that was. There was somebody, you know, pulling those strings somewhere and somebody at the control of that machine. Right?

Yeah. Like the. The bias is an interesting thing, and everybody's experienced that, but I experienced this recently with somebody in my family where they need to lose weight and they go to a doctor and then the doctor doesn't talk to them about eating better and exercising. The doctor wants to do lap band surgery and treat the symptom, not the cause, and it ends up that doctor does that surgery. So it's like to the. To the man with the hammer, world is a nail. Of course, the best solution for this problem is the thing that that doctor gets paid to do. Right. He doesn't get paid for somebody to change their diet, workout, have better habits. That doesn't pay. What pays is to go on the prescription or to get the surgery. That, you know, that sort of thing. Well, as humans, that's us, Right? Like, we're biased. We. We want to think we're like it the. At the core of every human being, what we're looking for is validation and approval. Like, we want to feel like we belong, that we matter, that drives everything that we do. It's the reason why Adam got dressed and he's not walking around without clothes on. It's the reason why he combed his hair. Like, we. We want to. We want to fit in and we want to be liked. And so as humans, that. That's our bias. Like, we want to think that humans are the. Are the most important thing. There's that book that we did the book report on with the coaches. It's. What is it called? The person in the situation. And it talks about how we as humans think that the person is the most important thing, but it's always the situation, which is the system or the. The process. And they use the analogy of a first round quarterback getting drafted to the Cleveland Browns.

Yeah.

Or to the San Diego Chargers or, you know, whatever those. Those teams are, you know, notorious. Like the Bears think, oh, one more time, we'll Draft a quarterback in the first round, and that's going to win it for us. And it ends up getting a better coach and not having a great quarterback. Yeah. Is got him a game. One game away from the Super Bowl. Right. Or two games away, but more like they did better last year than they've ever done. And it's the. The difference is the coach like, the same thing with the Patriots last year. Like, the difference is variable. It's the same players pretty much like the same quarterback for sure. So we're biased. And that's a part of leadership, is understanding that our, you know, our biases are affecting everything that we do. And when you step into a situation and you're going to lead, you got to put your biases aside and analyze the situation and the potential for what it is. And then, you know, design an intention. And it's just. So it's. It's always interesting when you go into a service department that's losing money and the. The manager isn't like, hey, Hoagie, I know you fixed a lot of departments. How can I make this thing make money? That they're not saying that at all. They're telling you all the reasons why change won't work, even though the only way to get a different outcome is to change.

Yep.

And so, you know, you have to be able to put your biases aside. And I mean, how many times do we hear like, oh, we tried that already, and we're like, okay, well, we're not going to try it. We're going to do it, and it's going to work because it just does. Like, you know, you maybe. Maybe you tried it, but you didn't do it. Like, we're going to do it. We're not going to say try. Try isn't in our vocabulary. Do is in our vocabulary.

Well, I always find that interesting that whether it's try, I don't think that anyone can actually have tangible results of them actually trying certain things. Let's look at that. Like, that's what a lot of things that I've came across through the years is. Oh, we've tried that already. It just didn't work out so well. Okay, can you tell me more about it? Because there's something in. Down that process that they actually maybe did try to execute that didn't effectively try to execute or was a flavor of the day. Like, that was one of the biggest things that my. My previous life was. Was all about flavor of the. Of the week or flavor of the year or flavor of the Month. And I think there's a lot of things that I think that continuous improvement, like set it, tweak it, keep going, and then tweaking it as we go to improve on that. But a system, because like, that's what I was going to say earlier is that in, in my experience, we can say about the people, but bad systems can make good people go like, turn sour too. Yeah, like, I've seen that multiple half times, like happen. And I mean, that's the worst because like, you know, and talking to, talking to folks, they'll be like, well, like, I know they're great people, they're just in a bad system. And I always worry for them probably the most because is there a way of turning back, you know, if you did get a good system? And then even the time it takes to go into when you notice that it's about the system and it's not the people it's getting from the transition of that change. Because like, I think I, I younger, in my age, I think we were talking about like teenagers, as Hoagie was saying earlier, is like change. Being a millennial, everyone was like, oh, millennials like change, you know, and change is just like how you communicate and this and that. And maybe some of that is kind of true, but I've always gone through the believing that like everyone likes change, but they love their own rate of change. That it's like, yeah, I like change, but at my way of like how I want to change. But if you can kind of put that aside and be somewhat open minded and just daring to try in the way and actually doing it like you said, Chris, I think, I think that's a huge difference.

I love that. I wrote that down. They love their own rate of change. So true. Okay, so I guess we would, we would love to see you guys both run around in Speedos on the ice with an American flag.

No, no, no, I don't want to see that.

I have high hopes. We, we. It's funny. You bring up the person in the situation. Adam and I interviewed a guy today and he talked about the person in the situation because you recommended the book to him a couple years ago.

Do I know this person?

No, no. You, you may know him when you meet him just because you've met him, but there's no, like, existing relationship. He worked with Southeast Toyota and a couple of their dealers. So he's worked on the dealer side of Southeast Toyota and the, the, you know, corporate side of it. So he knows you from, from that relationship.

What's His. What recipe? Did he say to fix something? What did he say?

Well, that's how he brought up the person in the situation.

Oh, well.

So you didn't have to ask a question.

Yeah. People, I kind of feel like you've already interviewed him and said yes, so I'm going to, like, take that and run with it. And

how would we. How would we get you guys running around on the ice Speedos?

I'm running a hoagie. I'm running out to the flagpole. Give me about 20 minutes. I'll have it back down. It's only about 20 degrees outside.

Please, please. If you're listening to this and you don't. For a current client of ours and you like fixing stuff and you have a track record, apply so I could prove these guys. And we'll record the interview so everybody can see what it looks like. When you can explain how to replace a wire harness on a 2003. 7.

7 series in. In a speedo with an American flag running around America.

That's funny. Did you guys really interview somebody today, or is that a joke?

No, no, no. That's. That's a true story. And he brought up the. The person in the situation. It's funny because my notes. I have here that I'm taking right now as we're having some of this conversation. My interview notes are at the top of. At the top of that page. And so. Yeah, no, it was a great. Yeah, it was a. It was a great interview. But. But, yeah, I thought that was really interesting. But that is the thing. Like, the. It's the situation. It's not the. It's not the people. Like, that's a. That's a hard thing to. To talk about, but, like, the Cleveland Browns illustration just resonates with me on a high level. Right.

Not the Chicago Bears analogy.

Not. Not as much. Do you know they're moving to Indiana?

Yeah.

And they're gonna call.

Don't get. Don't get Adam started on the.

That's not happening.

The mayor of Stop Chicago.

Oh, God.

I gotta.

I just. I don't watch the news anymore or sports. Clearly you always have the cowboys.

America's team.

America's team.

That's funny. Okay, well, please serve me up somebody fun that knows how to fix stuff. That's. That's my goal.

Working on it.

Evidently there's one in the hopper that'll show up on my calendar.

High hopes.

We'll see. Okay, everybody, we will see you next time on Service Drive Revolution. Thanks so much for watching this episode. Of service Job revolution. We're uploading new stuff every day, so make sure you subscribe and click the bell icon so you don't miss out. If you have a question you'd like us to answer on the show, call 8333 Ask SDR and we'll answer your question on the show. That's 8333 Ask SDR. For special deals on our books and training, head over to offers.chriscollinsinc.com now that's offers.chrisconsinc.com I'm Chris Collins, and I'll see you in the next video.