The Dealer Playbook
The Dealer Playbook

Episode 493 · 1 month ago

Dan Moore: Stop Buying Your Way Out Of Operational Inefficiencies


Dan Moore is the President of Vistadash, an automotive analytics company that helps dealers understand what metrics are contributing to actual growth. Dan is also a best-selling author and Ted-X speaker who has a unique set of skills that can help any organization understand and deploy strategies that will achieve defined outcomes.

What we discuss in this episode:

  • Without defined outcomes, it's easy to mistake tactics for strategy. A bunch of tactics, widgets, and gadgets are elements of a strategy but do not make up the strategy itself. The sooner that dealers understand that every supplier has its own outcomes to achieve, the sooner dealers can understand how a supplier's services will help map or detract from their desired targets.
  • History in retail automotive shows that most dealers try and buy their way out of operational inefficiencies. It's easily recognized by the number of suppliers that dealerships usually work with in order to achieve small gains that might be possible without them.
  • There is a lot of noise getting in the way. A lot of hype.
  • It's okay to start small when developing a strategy. Dan Moore explains that it can be as simple as some sticky notes and markers and making a list of all the friction points that currently exist in the business. Some might be operational, departmental, or human resources, for example. Once dealers have a clear picture of their current circumstances, then it's possible to move on to defining the desired outcome — the goal that they hope to achieve and by what deadline.
  • It's easy in this day and age to see the perceived success of others and to subconsciously start living their life. That never leads to fulfillment and happiness because you've unknowingly abandoned your definition of success. Enjoying your career in retail automotive is about more than just defining success, though. It's about accepting what you've defined.
  • Because we see what others are doing, and haven't taken a hard look in the mirror, we're often left with a void in our own happiness. That's often what leads us to think we need to keep up with others' achievements instead of taking the time to define and work toward our own.
  • Listen to the full episode featuring Dan Moore for even more insights!  

Like this show? Please leave us a review here — even one sentence helps! Consider including your LinkedIn or Instagram handle so we can thank you personally! 

Thanks, Dan Moore

If you enjoyed this conversation with Dan Moore, please let them know by clicking on the links below and sending him a message.

The car business is rapidly changing and modern car dealers are meeting the demand. I'm Michael Cirillo and together we're going to explore what it takes to create a thriving dealership and life in the retail automotive industry. Join me each week for inspiring conversations with subject matter experts that are designed to help you grow. This is the dealer playbook, all right, DPV gang, you better pull out a pen and a notepad or, as the kids say, and IPAD, or as the kids, kids, kids say, you write stuff now. I'm just kidding, but you're going to want to pay close attention. I'm sitting down with my piled Dan Morey's the president of vistadash and a few weeks ago him and I had a really interesting conversation. I'm sadly you'll never get to hear it, but I'm fortunate that I get to have these conversations. There was something that he said that I want to draw some attention to. I want to shine a spotlight on because I think it is so bang on, especially as we move into the advent of web three in the metaverse and all of the things that are going to come along with that and all of the thought processes that are like, oh wait, drop everything you're doing now and go all in on that. I can already see how that's going to spiral out of control for so many in the industry, and so I thought it would be cool to have Dan on the show to go deeper into what he said, which is that the scariest metric he's able to see through his platform, vistadas, is how dealers are buying, trying to buy their way out of operational inefficiency. So of course, joining me Dan more than so much for joining me here on the dealer playbook podcast. Man, I'm exciting to pick this one up. The little tweakle in your eye when we have this discussion was quite funny. I was like, Oh boy, I know, I know what comes next. I'm not a great dancer, but it made me start breaked. I was like out here we go, but I mean, you know, this is this is intriguing, especially in an industry that gravitates to certain buzz topics right. You know, I can remember Nada. A few years ago, it was big DADAS. I. Oh, everybody's all about big data, and then it was I can't remember where it went from there and then it was attribution. No, it's all about attribution. And what does that even mean? And conversion rate optimization, and nobody knows what that means, probably still to this day, and and and digital retail and web three in metaverse and all of these things. But I come back to like, I'm a I'm a foundational guy. I'm like, but, but, but, have you poured a solid foundation? Why do you you really care how many stories the building is if you built it on the sand? Kind of a thing. And that's what your common and made me...

...believe. And so I want to turn this over to you right out of the gates. What do you mean by buying your way out of operational inefficiency? And and a second to that is, how do you pick up on that? How do you see that? Yeah, so I mean a having been in retail long time, selling cars, running a dealership, kind of guilty of the same sin I'm about to talk about. And for a lot watching we can relate to this word of I just need more leads, right. And when you think about that for a second, like I need more leads? Why? Because the kind of keep people busy. But am I giving them the right busy. Am I solving a problem of I just creating more opportunities to Cherry pick because I'm not investing in my people to give him the training and holding them accountable to performance. More or less. We just got a lot going on, you know, trying to find people right now, all the challenges that we face or have faced. You know before it's easier just to kind of throw money at Hey, let's get more opportunities in the door so that we don't have to necessarily look in the mirror and address ourselves. And that's really kind of the the bigger picture to it. But it's like anything, and you brought it up. you run up all the buzz word monopoly. You know, you've got ai big day to attribution, digital retailing, and we you go on and on and after great drink, get money ball. Dude. Yeah, that was ten years ago too, but I mean, heck, if we just went back to twitter and pulled up all of our tweets and we laughed about this one from like a decade to two decades, I feel like we've just it's like the movies right now. What are we doing? We're just remaking the same movies. We've made. That mean nothing's really new. We just start saying it maybe just a slight different or we put new characters in the movie. So here we are again, and I think at the end of the day, the next plush, you know, obviously having come back from an Ada and seeing, you know, what's the next buzzword? Monopoly, you know, digital retailing, metaverse, Amazon. Throw all your money on Amazon. Yeah, let's start measuring that and then call me later. So again we see that invest in the sense of we look at the activity that's going on. You know, how many emails, how many chats? What are we doing to work the leads? And then you also look at close ratios. You look at the sheer number of leads against the suher number of people and you start backing into the mathing. But wait a minute here, this doesn't quite add up. No different than, you know, operational inefficiencies that we have to start thinking about to is service right? I mean, when you think about the number of new vehicles that haven't been sold, let's you know, two thousand and twenty, two thousand and twenty one and and what that deficit might be this year. At all that together, what's that doing to warrant to work. How's that going to create some operational challenges in the service lane, not to mention from a marketing and, you know, client acquisition standpoint one. Are the things that we are faced with and what are we doing to overcome those? So it really comes down to looking in the mirror and having a sound strategy, executing on that strategy by bringing in the tactics to help you support that strategy. And that's ultimately the biggest point. It's interesting, this is a very timely conversation, even for me. I feel like I've passed through... many iterations of business leadership right and we're in a phase, even in our company, where a vision that has been so clear in my mind for years, I'm realizing now, with some age and experience and putting my shoulder to the wheel, so to speak, that I perhaps have not articulated well enough for the people on my team that vision, for them to even understand how the strategy that you're talking about even maps to anything that makes sense right. And and it's funny because to me that's a foundational thing. It's like, how well can I communicate and convey the vision or the direction of where we're going. And to your point, the dealerships or dealer groups that do that well tend to be the ones that grow at what seems like a rapid pace, and those that don't just continually. They're perpetually struggling. And then there you look at them and you're like, Dude, you're in small town Alabama. Why do you have a fiftyzero dollar a month marketing budget? Right? Well, and that's it. It's the tactics versus strategy. Because again it's one of those interesting thought processes of you know, hey, we do these things, but the question is is they're just tactics, you know, right, paid search, social, Amazon, you know all these. They're all tactics. It's not strata, the strategies. What are you trying to accomplish for your brand, your dealership? And then one of the tactics that you need to use, mean the ones I just listed, to execute against the strategy. But or go like strategy and we just start throwing tactics and then we wonder why we're not getting outcomes right, so we start blaming, you know, our providers. Oh well, they don't. You know, they're just a poopy, you know, paid search company, let's get the next one and the next thing you know you've gone through six. They're not they're not hitting the mark for you because you haven't given them guidance as to what your strategy is. You're just asking him to execute tactics. Can you create a Toyota use Toyota campaign? How about a Toyota Moto Campaign? There's no strategy other than just the execution of tactics. Right. We're seeing that more so with limited inventory. Right, you have to be a little bit more strategic. The tactics aren't working. You have to switch, switch those tactics to support the new strategy. It makes me think of an experience we've had with one of our clients, because you're right. As a marketing agency, it's like tactic city. You sit down with your client partners and it's like, we want to do this. Will hold on a minute. This sounds like more than just running an ad campaign. Right. What are you expecting? How deep do you want to go? Well, no, we want to increase our our oil change business. Okay, time out, pause. Let's let's talk about that for a minute, because that's not going to happen overnight and and or are you just looking for a pump and dump and the more you explore, the more you realize it's kind of an active desperation. It's a pump and dump, like run, running at the piece alias.

But the question comes is how you know? What are your hours of operation? How many bays do you have to do it? How many can you handle in a day, and how many people do you have doing it? I can't answer those. Okay, great, well, you could throw ten grand at this campaign and I'm going to tell you you just lit it on fire and you're going to hate me tomorrow. Yeah, a hundred percent. But that's the fundamental challenges I think we face in the industry is that there's a lot of people talking and they're talking about all this amazing iype and technology and like like fancy bills and whistles. It's like somebody has to be the unfavorite person that just says, Hey, guys, we call time out on all this fancy land and just say we got to go back to the to the foundation and make sure our house is in order before we bring on any new fancies, any new hot new little item or switch to a new fancy, whatever it might be. And and understand what are we doing, what is our goal and then one of the tactics or pieces that we need to be successful after we understand our own operations internally. HMM, it's the clarity that can only come while moving, you know, like and dealerships have been moving, for some of them for a hundred, pushing a hundred years. Are you these dealerships? Most dealerships that I know have enough historical data of operations, personnel, etc. That they should be looking at that and saying, historically, what if we needed to pull off successful business and initiatives? And in those moments when we didn't have successful business initiatives, where did it fall apart? And and so now here we are again. We want to do another business initiative. What are the key elements, to your point, that we're actually going to need in order to pull this off successfully? Yeah, and are we investing in long term and short term? I mean, for example, we just take fixedops, for example, if you really have an invested in it right and you've got all these fundamental flaws because the independence are taking you on because they have to score goal, they've invested in Seo and all the different things to basically own the market. Then the question becomes right now? Why The why? The right is good? Are we double down and investing in our weak point so that when the table shifts, we're in a really good position right to take on that new strategy of how we do business? And I think that's the important part in a lot of people just aren't talking about because it's not a it's not a fun conversation because unfortunately, requires all of us to look in the mirror and go, you know, who do we want to be when we grow up? And am I really representing my best, my best image of what I want to be? WHOO, maybe not. So it's painful. Okay. Well, we kind of got to rip the BANDAID off and get to work because again there's going to be are we going to crash now? But there's going to be again, another change in other cycle, another season, and we have to continue to evolve around those things. You know, easily put, it's kind of like, you know, drag racing. Everybody's got a fast car. The reality is is we're just setting it up for the track. We're about the race on and we're trying to make a askmts to get a second here.

Half a second here to optimize it our best performance, and that's really how we should be approaching our dealerships. I love how you separate strategy and tactics because you realize that most people that think they're deploying a strategy today are just managing tactics correct and that really shines an interesting light on the whole ecosystem of how how automn retail automotive currently works. It's just a compounding of tactics that don't map to anything, and I mean even as it as it pertains to the various buzz topics that we've mentioned prior whether it's attribution or whatever. Until you have a solid strategy and you're able to clearly articulate the purpose and what you are aiming to achieve, these tactics are always going to be compared against zero. It's a race to the bottom. It's what is Kevin A leary say? He says to zero with a bullet, everything's going to look like failure. And and I chuckle about it because I'm like, Oh, you know, business owner wakes up on the wrong side of bed or had an argument with their spouse. Who Do they take it out on? The Website Company, the marketing agency right, like you know, fundamentally it's like my coffee suck this morning. Go fight, go find a new website company. And we're fundamentally going backwards to I mean think about this for a second and your website guys. So this one's going to get your like hair to stand up, it's going to get you all fired up, because if I told you that I'm taking your customers off your website and putting them into a different ecosystem, you're going to lose your everlasting mind. We talked about this for a long time, landing pages fraymen's. I mean we were like the Anti Frayman, you know, world of automotive for the longest time, and then Dr came and suddenly now we're back to Frayman's. We got vdps and SRPS and everything. They're like it's a framan of the Dr Tool. So now now we've lost visibility. We have no marketing tracking, we have all these blind spots, not to mention if we're really looking at the customer experience, a little bumpy as you start to dig into it, and I'm going, but nobody's calling this out. This is amazing. Hold on a second. I'm confused. Right. Well, actually interesting story, you know, because we really strive to have client partners and actual try and explore what partnership really looks like. We are a website people, but we're also their marketing firm and we're looking kind of at that whole picture, at what elements are getting in the way. So, in the context of the website, you know, you brought it up, we actually approached a company. We said Hey, look, your little gadget and Gizmo is actually misplaced in the customer journey and now it's cannibalizing the entire experience. People think they're searching for a vehicle and they're they're they're actually starting the process of a trade appraisal. Yeah, their retort was, well, our data shows that more people than you...

...think actually like starting with the trade and I said, well, compared to what, though? What well data are you comparing that against? Because if everything's in a vacuum, of course, and if we go way, it's my turn. Yes, I can return. Well, and I mean if you're if you're only comparing it, if you're if you're do dad and gadget and Gizmo cannibalizes the entire experience, then guess what, you're also soaking up all of the data. It's just not reliable enough and easy to position as if you're the hero of the story, but we're not pulling back to your point and looking at the entire customer purchase experience, which our team is able to see because we know the channel that brought in the traffic that and where they're coming from and that what phase. And wait, you'd sold. You you mean? That's interesting because if you think about it, most websites, basic or Mostrm's, classify everything as a website lead. Right. No, I mean we look forwards on their website is the hero, but in reality our websites are virtual lot. That's like. That's like saying, you know, we get mad. I mean, I mean I remember, you know, managers and managers. We'd always get mad if someone put all it was a walk in. It was like, okay, so you're too weak to ask. I'm confused. Right. So now the website is the same thing. If you two week to ask, because we already know it came from Google, came from facebook, came from an email and where we know. But we're not we're not advancing the conversation and giving multitouch credit, which is another problem in a blind spot in some case, is so yeah, we're it's so interesting and I think that's kind of the bigger thing. Is even for us, you know at this that we try to have a general conversation with not just the dealer but the vendor partners as well as hey, this is what we're seeing, what do you think, and then going and having that open dialog to try and figure out if we can solve the problem better serve the deal or collectively he's in the end, if we work together in the dealer wins, and that's kind of really where we need to make this fundamental shift and stop with the wall gardens of like how I can help you, is starting to break down these walls and communicate, because again, that's what leads to the strategy conversation as well. Is again we stopped doing tactics, we start understanding strategy as we collectively have a conversation. I love it every as a it's always funny because as the Web got, quote Unquote Web Guy, like you've said, whenever I'm asked on a show, I haven't seen change in this industry in the last fifteen years. It's like the website. Guys, coming on, he's going to share a juicy detail about how to get more conversions. I mean at first I have had any is a website, the website. Yeah, that, and that's my mess. It's not an it's not. It's just like see things for what they are, and I'm just maybe I'm a realist and I think a lot of people take realism for pessimism because I say exactly just said. You know, let's have some fun. I mean there's a lot of people touting speed right now. Yeah, and I'm laughing I'm going, how are you measuring speed and what is your effectiveness of speed? Because the reality is you're not in a way... program so you're not mandated to have all these plugins on your website which fundmentally will slow it down. So that's great, your fast now, but the second you get consumed into the program which is where you're heading, guess what, your speeds are gonna be so cool. So you have to change your marketing pitch. Sorry. Yeah, I love it. It's like, Hey, Mike, we're going to cancel our live tap provide our because of its I had hundred box on off a thousand dollar month and we can get we can get facebook messenger for fry and I'm like, and it's gonna slow your sight down by about twenty five points right out of the gates, correct, because someone's going to put it, I mean number one code, and it's gold. Yeah, yeah, yeah, a hundred percent. Yeah. So there's all these things that it's like. It's just so funny how we kind of, you know, at the end of the day, I would say, out of it. So the best markets really good at our geting stuff. The promise piece is real strong and it changes kind of like politicians. You soon. Yeah, it's you know what there's there's a lot. Like you said, every gadget and Gizmo right now is a tactic, but it there's no way to understand how it maps to a larger strategy, especially if dealer or business owner can articulate that strategy. We are putting business in place for this purpose. Yeah, yeah, exact like. Have you gone on? It's so funny. I've gone on the carbon it just to kind of go ay, let me go through the experience. HMM. And it's interesting when you think about dealers, you know are fighting this battle, the car Max, Carbana, so on and so forth. However, the franchise dealers are lost because, again, they're mandated. So right, Carvana has a seamless integration. If I go on and I book out my car and it gets says my cars with x. As I'm looking at cars, it's already calculating my positive equity against the car and telling me what I'm really buying. Right, I'm like, wow, this is pretty slick. This is great user experience. I'm not having to think. Your talent, you're guiding me through the journey that I'm I'm dictating, but giving me information without me even asking. It's relevant to my behavior pattern of what I need to know. The problem is is that we can't provide that to the franchise dealers because they're never especially for these dealer groups. I feel for because you know, one I am to say these are this is your mandated stack that you did, and the other one they say, well, this is your mandated they when it comes to Dr you can have this one, we have our on homegrown and you've got this one. So now we're all the consumers going to these different rooftops in the group, going way I'm so confused them. I'm just joining your what just happened, because it's not an easy, smooth experience. There's a lot of challenges and I think we've got, you know, some roads ahead of us and hopefully some big voices of come out and try and level the playing field so that there's a freedom of stack with with basically oham or brand guidelines. I don't know why we've over complicated and run away on this freight train. It's pretty simple. Here's our color coding, here's our logo. You know, there's just a standard that anybody can do. It's marketing one on one. I mean, you know this as a Brandon...

Ursy. What's your brand standard? Give me your colors, give your logo. I'm going to make everything look like that, right, and that should be the sign off. I mean, for the most part, everything else is fundamentally the same. Yeah, it's you know. For me, I want to touch back on something you were talking about earlier as it pertains to strategy and really, from your experience, from my experience, I know that having a well thought out, documented strategy is is in and of itself, a solution that will solve many of the challenges. We've brought up on this on this chat. Yep, but it's also the least sexy, it's the least quick. It requires thought, it requires planning, it requires frustration, it requires so many different things. What do you say to the dealer that's like yeah, I hear that. I feel like it's on sexy. I know I've got to do it, but where do I start? Where do I start chewing into this? Yeah, I think the fun of all pieces is getting your leadership team together first and formost is having an open, a common conversation about topics you can talk about, you know, the brand and the dealership, the inventory, the people, the processes and go kind of a plus and what's working? In your mind, what's working, what's not working? Where's the RUB and friction? What keeps you up at night when you start putting up these points? I mean, again, simple as getting some sharpie's and stickies and sticking stuff on the wall, which is kind of cute in its own way. You can put these things up and say okay, and then what you start to see when you have your leadership team is the themes, the groupings of things are the same and then all of a sudden you take those groupings and you go, okay, this is this is one that has come up several times. This is something you need to focus on and if you just start taking the bite of the common themes, you start solutioning and backing your way into those strategies, in those pieces, that will manifest into the bigger strategy. But again, I think for those that have fighted, it's like take it at the smallest level and accomplish a task of what is something we need to solve for today? What is a pain point that we're having and unpack that with your team. What's working, what's not working? But you also have to have the the openness and willingness to say just because it's the way we've always does done it doesn't mean it's right and just because it's working doesn't mean we can't break it and make it better. HMM, we got to stop resting on well, it's working right. But the reality is is, do you have enough data and enough conviction to say that it's working at is at its optimum point? Can you squeeze more out of it? Is there a better way? Can you can you optimize from a from a cost, maybe reduction standpoint. Maybe maybe it took you a lot of people to do execute X. now, with technology you could bridge some of that and have a highbrid to where you're lowering some of your costs. So it's really just kind of breaking away at it and focusing on things that motivate you and your team. You know, maybe it's about, you know, tightening up the bottom line, maybe it's about selling more cars, whatever the excitement is amongst the group, focus on that. Is your...

...outcome goal, but drive the strategies to focus on that and figure out where the things that are working well, on the things that are and work off of that, but be very honest with it. HMM, this, this, that. What you just said also reminds me of something that you said in our call, like I'm a big defined success kind of guy, like stop, stop chasing the perception of what you see out there, right and define success for yourself. And we were talking about this and you very quickly added in a very critical piece where I was like yes, you said, but then you also need to accept what you've defined a hundred percent. And you make me think. What you're just saying here about starting at a very simple, basic level, defining what that outcome is, to your point, but then accept it, because your dealership and your operation isn't going to look the same. I know you get the Om reports and they pit y'all against each other, the twenty group, right, and you do also, but at the end of the day, if, if we're getting into, and one of the popular words that everybody's into biohacking right now, right, like trying to optimize your body. Right, well, right, we both agree that we are not the same, we are not made up the same ord and next not to say we're, I can respond to food the same. So stop thinking as a dealership, that you're going to respond like a different other dealership. There's some common themes and commonalities, but at the end of the day, your people are what make you unique. So your processes and how you operate or what make you unique, because again, you're speaking to your people and your team's and and your culture and your business, which means you can't just take whatever johnny down the roads doing and plug it right into your dealership because it may not work well because they've got a different set of people, that different set of processes that aligned with maybe a strategy they might have to place. And that's what you're missing, is they have a strategy. You don't. So there's these things of hey, you got to set some goals, you've got to focus on it. Success is defined by you. If you let everybody else define success, you're going to Bang your head against the wall of frustration because you're never going to succeed. HMM. And so you've got to define what does success look like for you guys, and as you achieve those levels of a success, fine, move the goal out, go post out a little bit right, but most importantly, what and they I was talking to somebody yesterday and it was such a great conversation. That got me to think too, is is let's also make sure that we celebrate our successes and take a minute, because not everybody is hit that level of success, not everybody has felt the reward of success and in some cases leadership is never appreciated all of those that put forth the effort to get to that success. So we've got to be mindful of those things. That's what leads to retention. That one leads to an amazing culture. You know, everybody knows what the mission is and everybody celebrates in the success of the mission. Yeah, that's so interesting. I was having a conversation, maybe it...

...almost sounds like we're having a similar conversation an individual that I know here that that's becoming a fast friend. He's the COO of a very successful multi city law firm here in the United States, and him and I were talking and he said, so, let me get the straight. You have a tech and marketing company. You're all provided for, your privately funded debt free, like not starving some growth. I said Yeah, he says, yeah, I know we call that freedom at work. That's called freedom. But to your point, if we only compare against the context of someone else's circumstances, without under or actually the perception of someone else's circumstances, without understanding the context, we will almost always feel like a failure because, especially in the Internet world, we're like, Oh man, I'm not snapchat, I'm not tick Tock, I'm not facebook, I didn't get my billion dollar valuation like techy on and six months or whatever, without understanding everything it took to get there, then, yeah, you're going to look like a failure. But if you start comparing it to what you've defined and what you've accepted, that's called freedom. Then agree and that's it. There's so much noise that we forgot what we're really doing things for, because sooner later the noise takes over and you realize and wake up one day that hey, all these goals that are chasing, or not my goals, and you're like, wait a minute, I may miss the exit here. Why might unhappy? Maybe because you live somebody else's life. Why is my family not wanting to hang out with me anymore? He's never all. I mean, you know, there's all these different variables. That's what I'm saying. This is never a fun conversation because this, there's no this isn't warm, fuzzy or sexy. This is just straight to the point, real and it challenges all of us to look in the mirror. So it's not a popular topic, which is why, if you think about they were on every channel. How many these conversations are happening? Very few. It's razzle dazzle. Let's get the POM poms out, let's sell the big hype and get talking about things that are sexy and fun, because again, we don't want to talk about these types of things. However, will all start talking about it real quick when the when the table kind of flips over on us right. I can't remember who said it, I'm sure a lot of people have said it, but it's like adversity is actually what produces the urgency required to move forward. It's not the these the soft, cushy times, and I mean you hear what a lot of people are talking about on, say, Club House, or on social in general, and hey, Hey, guys, I'm going to show you how to macham million dollars with this three, simple, three step five and everything seems so immediate, no effort required, and I just feel like either I'm getting older or people are starting to understand that all of that hype amounts to nothing, because it never worked. And if and if it required a to claimer,... it always does, like results not typical, less than zero points, zero three and fifty seven, like your person. Your chances of having your point zero three Bitcoin is more valuable than the chances of this famed funnel working or whatever, and I feel like people are starting to wake up to this and realize crap, it is going to take more work, it is going to take more time, it is going to whatever. And despite the fact that you know Dan more and Michael cerrillo exist on the planet at the same time. That's completely irrelevant because one of us has lived longer than the other, has more experience, as more so on and so forth. But I feel like we've we've conditioned ourselves to believe that by merely existing at the same time, that we should have the same timeline, and it just doesn't like that way a hundred percent. I mean, I think about it right. I mean, I love something. I think I saw a post from from grant according on the other day and I loved it. He actually put down his timeline, like broke it all down, you know, and I was laughing, going thank you, because this is what everybody needs to see right here. It didn't happen overnight. There's decades into this of what he's a mass. It didn't happen overnight. He had fails, trials and tribulations. Like it didn't happen over night. Nothing does. There's so much behind the scenes. And again I think I always love the the the image of the iceberg. You see this, you don't see all of this, and that's it. It's like if you kind of have kind of a mutch of like I'll do all my best work behind the curtain because I don't need validation for putting in the work. Hmm Yeah, because if I'm doing it for that, I'm not doing it for the right reasons. Right, but you don't want to be a slabreday. Know why'd you go and talk at to ucks that damn you know what it was. It was a it was an wonderful thing that fell into my lap because again, I put in the work and someone knocked on the door and I said, why wouldn't? I say yes, right, but, but that's my whole point is I don't have to go. And this is the point that that kind of speaks to. That is is that the way Dan operates, the way Michael Operates, away people on social media operate. We're all not the same. So to sit there and say that it can't be done because I don't follow the playbook of what someone else wrote on how to be a social master Ninja. Okay, great, why did not have to be on social media? Get a Ted talks. I'm saying that for the personality of things that you have to do with this person says that's not true. Right, you have the capabilities of writing your own narrative, your own story and pushing reality. Hey, it might take you an extra year to get to that step that it took them less, because maybe you know, coincidence, or maybe not, or maybe not, maybe you get there faster those are you're still trying to get to the Ted talk and your are you there because you chose a different path? There's no right or wrong equation. The reality is is, at the end of the day, are you in charge of you? And, quite simply put, every day it's you against you. Who's going to win? Right? You know, and obviously those those that are watching this, we'll see... level of tongue in cheek as I say that, because I know you authentically lean into I'm gonna do me. I'm not going to ninety nine point nine five percent of what you see happens with no cameras, with no social with no whatever, because you've defined and accepted what you want. It's just sad. You know how many individuals, and I can say this because I used to be in that boat, are too occupied feeling resentment and anger towards somebody who's doing something that they've accepted, they want to do, and you might like the appeal of it or the idea of it, but you don't actually want it for yourself and you just haven't accepted that yet. And, more so importantly, to that, I think all of that contributes to the void that we, as human beings, contend to feel, which leads us to buying, or wanting to buy, or thinking we can buy our way out of our own inefficiencies. Oh, you only a concier or later, trust me. And to your pointlet I'll let you in on the little dirty secret, because people like okay, well, you're comfortable in your owns. Can absolutely doesn't mean. I'm still on a student of the game, meaning I watch people's behaviors, their patterns, how they interact with people in real life online, because a I think, I think I missed my calling. I think I should have got into psychology, because it really fascinated with how everybody kind of thanks and navigates life. But I will say that, yes, at the end of the day, when you really put the study and you're like that's not a cup of tea, but I'm okay, right, good on them. Who I like that. I want that. Okay, great, then let's let's prioritize is that something that's relevant for me? Is that a path I want to go down and I'm willing to go down, you know, and do things that maybe aren't my normal comfort level or whatever. So again, it's just it's conversation adjustment. Don't have it to your point, like if you're having resentment about something, you need to go look in the mirror and go okay. So clearly I'm not happy about about me right now. What is it? Oh, I don't have whatever. It is some monetary thing, or I didn't go do whatever. Okay, Great. Well, do you want to write and what's the path to get there for you? Yeah, make so much sense, man. I love this conversation. It's so crucial a conversation to have and, I believe, in an ongoing fashion, especially as we seek to and need to hold ourselves to a greater account moving into this next phase of the world. Whatever is going to happen. You know, the hype, the understanding, the hype understanding ourselves, having greater self awareness so that we can operate it at peak or as close to peek efficiency as possible. That's going to be the key. Those that double down on themselves and invest in themselves like they're they're the ones that are going to rise. It's always been that way. I think it's going to continue to be that way. to Ye what some might think about... and emerging technology and all those sorts of things, but I want to I want to just turn this over to you one last time. How came those listening get in touch and learn more about you online, obviously on most of the social platforms, more of Dan. You can email me Dan Ashcom, message me on a new the appropriate social links. I mean, I'm easy to get old of. You know that. You've known me for a long time. It's not it's not a hard thing to get hold of me and again, if there's something I can help out with. Somebody got a question, the thought or whatever. But I just challenge everybody watching you know, hey, dare to be curious, ask questions, be inquisitive, don't just assume, don't judge. Be Curious. I think you'll get more out of everything. And it applies to everything that we do, and not just margaining, not just being in the dealership. But I think is as humans, we have to strive to be more curious and inquisitive about people that we interact with and yet ourselves and be curious in ourselves and really trying to push ourselves to get outside of our company. Love the man. Thanks so much for joining me on the dealer playbook podcast. Absolutely I'm Michael Sirillo and you've been listening to the dealer playbook podcast. If you haven't yet, please click the subscribe button wherever you're listening right now, leave a rating or review and share it with a colleague. Thanks for listening.

In-Stream Audio Search


Search across all episodes within this podcast

Episodes (498)