The Dealer Playbook
The Dealer Playbook

Episode · 7 years ago

Dan Waldschmidt: How Ordinary People Do Extraordinary Things

ABOUT THIS EPISODE

Thank you for being here! Today’s conversation is an intense one with business expert Dan Waldschmidt. 

Dan and his team help companies all over the world arrive at business-changing breakthrough ideas by moving past outdated conventional wisdom, social peer pressure, and the selfish behaviors that stop them from being high performers.

The Wall Street Journal calls his blog, Edgy Conversations, one of the Top 7 sales blogs anywhere on the internet. He’s been profiled in Business Week, INC Magazine, Business Insider, and on dozens of radio programs. Hundreds of his articles on unconventional business strategy have been published.

Dan dives into how being “Edgy” and “Doing Awesome” benefits high performers and how you can start being “Edgy” and “Doing Awesome” to grow your business.

Here is a quick preview of our conversation with Dan Waldschmidt.

What is “Edgy” and how can it benefit me and my business?

Dan and his team invested 1,000 of hours studying a 1,000 ordinary people who have achieved and accomplished outrageous results. They wanted to know exactly what does it takes to be a outrageous success. 

Achieving outrageous results comes from looking at your business and the world with a different set of philosophies. Dan goes into what it is to “Be Edgy”. 

Why “How many insanely happy customers did we have this week” should be your primary metric.

“What looks good on paper does not always look good in person”. The number one asset to your business is a “insanely happy customer”. That is the key for long term success. 

Dan discusses how the most important thing in your Monday morning board meeting is “How many insanely happy and satisfied customers did we have last week?”. 

Be All About The “Long Game”

It is not a secret that the majority of strategies auto dealers execute are playing the “short game” and looking for instant spike in sales and revenue. 

Are your short term strategies hurting your long term ones?

Executing well thought out strategies that are “long term” will set your dealership up for long term success.

Dan goes into the values of “playing the long game” and why short term and spontaneous are hurting you in the long run. 

Get More From Dan Waldschmidt

 Dan's Blog

 Dan's Book

You Know The Drill, Now It's Your Turn

The whole team at DPB can not thank you enough for all the support and love you have been giving us.

Whether you loved it, hated it, want more of it, or want something different , we want to hear your voice.

Sound off below with your thoughts, opinions, suggestions, questions, etc. and lets keep this conversation going.

See you next time ;)

Connect With Team DPB

Connect with The Dealer Playbook on Facebook here.

Check out Michael Cirillo's blog here.

Check out Robert Wiesman's blog here.

Connect with Michael Cirillo on Twitter here.

 

Connect with Robert Wiesman on Twitter here.

This is the dealer playbook podcast numberthirty seven. You have to be extreme, you've got to be disciplined, yougot to give more value than to take and you got to be ahuman being. You're dialed into the dealer playbook podcast, where it's all aboutwinning auto dealer strategies that deliver proven results. And now your hosts, Robert Weissmanand Michael Cirillo. Hey there, what is going on? Michael Cirillohere and Robert Wiseman with the dealer playbook. Every single week we're sitting down withelite trainers, speakers and authors for today's automotive professionals. Robert, what'sgoing on? A man, Michael, everything is good, man, everything'sgood. Yeah, man, years off to a great start. You know, so many new people listening to the PODCAST, so we just want togive you a shout out and thank you for being here with us today.You know, we have so many incredible shows lined up and guests that arejust really bearing all their strategies and secrets to help you listening in take yourcareer in the automotive industry to the next level, and today is really noexception. I mean, following in line with just an incredible lineup of gueststhat we've had in the past. Today we're sitting down with Dan Waldschmidt.He is the author of a book titled Edgy Conversations and Actually, Robert,you were the one that that brought Dan to the table. How how'd thatcome to be? Well, Dan is like an international business is consultant andsales and he's like a guy that's been in the trenches. and well,our friend Tracy Myers. We all know Tracy. He him and I wechat a lot and more you know me, I'm always tron. If somebody atthe level of Tracy success got to take their time hang out with me, chat with me, you better believe like I'm gonna pick their brain twopieces. So I'm always hitting them up, like hey, tracy, what areyou reading, because it's like, you know what, like I wantto read what this guy look people like that are reading. And he opensup and gives it to me and one time he sent me that that thepicture. He'll always take a picture of it, and he sent me Dan'sbook and he was he was pumped about it, to pump to the pointto where now dan'll be, you know, at the unfair advantage master mind,which at you know, at the time recording this is. I mean, heck, Mike, you probably are leaving now. Are you there?But he, he put me onto it the and was I mean I readthe book quick it's a real easy read and it's super powerful and okay,so before we jump into the show, let me ask you. Was itwhen Tracy sends you pictures of the Book He's reading? is at the samekind of trademark photo he does? were its kind of blurred out and he'sgot white eyes and he's, you know, you know what kind of time sayit's it's not produced. I think it's not a pretty flies. Yeah, well, in my own V in my own mind, I'm going topicture them being very pretty with yeah, he as the hat, the haton awesome. Yeah, you know, we're I'm looking forward to sitting downwith both Dan and Tracy at you aamg coming up here. By the timethis airs, we will already have been and gone, and so we'll loveto give you an update on that. But you know, if I won'tbe gone, we yeah, okay, fair enough, fair amount, fairenough, but you know, we're looking forward to sharing our sit down herewith Dan Wald Schmidt, with you all about how to dominate your market byhaving by being edgy and by really being awesome. So let's dive in rightnow. Let's do it all right, and we are here. Dealer PlaybookPODCAST, episode thirty. What do we on, Robert? Thirty, seventysix, I believe. Wow, man. You know, everything's just been sucha blur. We've had so much fun putting the show together and sittingdown with the WHO's who in and out of the automotive industry. Today,our guest, you know, we're so excited about. He helps companies allover the world arrive at business changing breakthrough ideas by moving past outdated conventional wisdom, social peer pressure and the selfish behaviors that stopped them from being high performers. Were so excited to be joined today by Mr Dan Wald Schmidt. Dan, thanks for being on the show with us today. Yeah, thanks forhaving the guys. Yeah, super, super excited to, you know,meet you and, you know, pick your brain a little bit because Imean, you know, with a with our marketing emphasis on the show andhelping dealers get the most out of not only their market but just out oftheir business in general. You know, you're such a good fit to explorethe concepts behind edgy and how they can be used to, you know,give dealers actionable insights that they can start doing today to dominate their business.So I wanted to kind of, you...

...know, pose a question to youand just see where it goes from there about this concept of edgy. Maybeyou can give us a little bit of a background on what it is andand you know how you see that it could really help dealers today. Yeah, so let me, let me jump into what edgy is and then youguys, you know, cut me off, slowly down, throw some water onthe fire and we'll talk about car dealership and how we unscrew the thethe mess often that is the car industry. By the way, what is this? A G rated PG? Rated are rated? How how real canwe get? Keep this? It's kind of whatever comes out of your mouthin the moment nighted just be yourself, Mick. Yeah, so let's mixit up. Let's mix. So ultimately, edgy for us is an acronym.It stands for for concept deps extreme discipline, giving and human it allstarted half dozen years ago when I was looking for the genome behind high performance. And you know, I reason why I was asking was just simple.I was wondering what makes successful people successful companies? Not The you know,if you're going to donald trump's class on how to flip homes or, youknow Rich Dad poured ad on you know, how to make money sitting on yourcouch. I mean it's just bullshit. You know, one person out ofa million whoever buys those courses as successful. I thought, what's reallythe Geno? Because I looked around and everything that people were telling me Ishould be doing I wasn't doing. I dropped out of college twice. Youknow, I'd made like fifteen million dollars by the time I was twenty five, you know, selling, growing companies, just kind of looking at life unconventionally. kind of that uncommon common sense, you might call it. But youknow, I was a lot of that influence came from reading. Icame from very strict parents. Had to read a book a day, thatsort of thing. No joke, no TV in the home. Started myfirst business when I was twelve. You know, just all on that stuffwas ray. I'm that was distant. was drilled into me. It wasn'tnecessarily drilled into me like step one, step two, step three. Itwas just these are broad principles and you're going to apply them differently to pickwhat where you're at and what you want to achieve, but here are theprinciples, you know. And so ultimately, when I was two, D andtwenty seven, I had made a bunch of money, I was goingthrough a really low time in my personal life and I kind of hit rockbottom emotionally. You know, marriage is a mass. Family was a mess, a depression, just and I said, you know, I've got to fixthis, I've got to fix this or I just I don't know thatI want to live a life like this anymore. That was really, reallylow. I write about that in the book and and so I I gotto figure this thing out. And so that began my exploration for not,it will not, not not. What is this stuff that you're told youshould be doing? But when I see amazing people, and it's almost hardto describe this because it happens and it kind of takes our breath away,we're not really expecting it, and then when you see you're like, ohmy gosh, that was amazing. I mean it could be a video ofsomebody, it could be an experience you're watching, you know, around sports. It could be a political election or something. Usually that's not the case, but you know, couldn't it can be anyone into these things where yousee just like that was amazing and you're not really sure how it happened andyou're not even convinced you could ever reproduce it ever again, but it justand I wanted to dig into those moments and then run it back to seelike, okay, was it lock? Was it because it was the smartestguy in the room, the richest guy in the room, had the bestexperience? What was it? And so that's ultimately where we led to thesethousand people that we studied, interviewed, researched, a thousand ordinary people.No Trust Fund babies, no, you know, just ordinary people who didoutrageous things, and that's what we came with. It all shared these fourqualities. They all exhibited extreme behavior, they all showed disciplined activity. Theywere disciplined. They all had a giving mindset that gave more value than peopleexpect it. And why? And Edgy stands for human strategy, and ofcourse we spell human with a why? Because ed to that's just not cool. We spell edgy. You know, Ninety five percent of what we knowabout good leaders, if we can measure between good leaders and bad leaders,calls down to this. Why category of do you understand what real humans thinking, act and behave like its bad leaders just don't get everything on paper looksgood, but in real life we look at them, go with that guy'san asshole. Right, on paper, he's might be the smartest guy inthe room when it comes to the human strategy, that's why it's failing.So ultimately, when we looked at high performers, and still to this day, as people are sending me stories and hey, check out this person,look at that guy, it's amazing. They all share these four qualities.You have to be extreme, you've got to be disciplined, you got togive more value than to take and you got to be a human being.Okay, so this, this really is,...

...you know, something that yeah,you know, I for myself, I'm really passionate about especially kind ofthis human element. You know, we talk a lot about in the automotiveindustry how we can connect more with, you know, automotive consumers, andwe find that you know in a lot of instances the human element is missing. Also, what I've observed as missing is just the concept of giving morethan you take. What can you what can you say to automotive dealers listeningin who are perhaps struggling with this idea of woe? If I give everythingaway, how is that going to benefit me? So one of the biggestmisconceptions people have about giving is that its money. Usually the best gifts arenot money, their emotional. And the awesome thing about emotional is it doesn'tcost you anything. Actually, I misspoke. It costs you everything, but financiallyit costs you nothing. And that's the problem. Is that work.We would be, you know, we're more willing to drop a dollar intoa homeless guy's Cup then we are to stop and say, listen, what'sgoing on in your life brother? How can I help you? Not justcan I give you a dollar, book, I'll can I reach down and touchyour soul? It's easier to give the dollar, right. It's easyto go to church and go here some money. I hope the starving people, wherever they are, starving in some lands, starving lends right, thatthey'll magically fix themselves. We don't want to actually get involved. Well,it's easier just to give money. So when we come to giving, whatdo we magically think of money? I'm going to give money, but dowhat do you look at high performing people? Money isn't the first thing they giveand it's something they often give, and usually after they have more money, they give more money because they have more, but they're already giving.For instance, you go into a retail establishment and someone looks at you andwas hey, how are you? Welcome, big smile, okay. You gointo another retail establishment someone's got their eyes down. Hello, welcome toour store. They did basically the same thing on paper. They welcome toyou to the store. Both of them did it, but one gave moreemotional value than the other person did. Right, and so you know alot of a lot of what we're doing in in any you know retail establishment, he consumer facing establishment, and that applies to cars. Looks really goodon paper. This is with a g and the why go really strong together. It's about giving attention. For instance. For instance, would you ever goto the grocery store and I need these things, you want to putthem in your cart and then you go up to the counter to check outand someone says, oh no, I can't let you check out, you'vegot to talk to the manager first. Sit here on this chair while Igo get the manager, and you sit there. Right, you're laughing becauseit's ludicrous. Right. No, no, no, no, no, no, sir. Don't go just to sit there for a couple I'm gonnaget the manager and you talk to the manager. And now what? Now, what did you get in your cart? Here, let's look at your carhere. Okay, yeah, it's got the four doors. and Ohyeah, you got the okay, yeah, now you know. Are you sureyou didn't get don't you got a one bag of potatoes? Are yousure you don't need two bags? What do you cook in next week?Oh, can I come over? Are you a good cook? I mean, some of these questions we get that are just like, when you comparethem to other industries, it's just about as insane as going to the doctor'soffice and waiting in the lobby thirty minutes and another forty five minutes and inthat room without your pants on, right, with the paper and you're cold andyou're like, why am I doing this? Why can't we why can'twe improve this process? So it's just absolutely ludicrous. Imagine experience where therewas no waiting and imagine experience where people got exactly what they wanted and therewasn't a haddling and there wasn't this like, let me try to upsell you rightand it wasn't immediately jockeying for you know, by the way, whenyou go to the store, here are the five things you want to avoidthem saying no to. I don't want that spray that magically goes on thebottom of my car. I don't want the thing that goes on my seatsthat they magically makes it so my two year old daughter doesn't spill orange juiceor whatever it is. You know, all that stuff, all the stuffthey try to upsell you. When you go into the car, your stomach'sin knots. You're even have been there. I like in the experience to this, there are very few things that will shake the confidence of a smallbusiness owner. I mean, if you decided to go out on your own, you know, screw the nine hundred and twenty five, screw the steadypage, I'm going to do it on my own. There's really two thingsthat really shake you. And they both come in the mail. One isa letter from an attorney that you don't know the name of, like thedude doesn't work for you. You're like, uh Oh, what happened? Andthe second, the second, is a letter from the I R us. Those are the two that you're just like, hand goes over the heart, oh no, what's wrong? Do you and I'll tell you that sameexperience. It's like visceral. We just we start feeling poorly right before we'reeven knowing that there's trouble. You know, that's that's that's the generational damage theauto industry has created amongst consumers.

And if you think about how youcorrect that. If I'm somebody who beats my wife and kids because I'm araging alcoholic and all of a sudden one day I find Jesus, my kidsjust don't magically want to come up and give me a hug, my wifedoesn't trust me that when I get angry, I'm not going to go do whatI've done in the past. Because it doesn't matter that you're just doinga little bit better. What matters is that you actually are fighting against preconceivednotions. You yourself have helped perpetuate. So when we talk about giving,how much giving will it take to correct the screw ups of not just youbut everyone else in the same industry who's done it since the beginning of time? How much giving do you have to give? When you figure out whatit's going to take to fix that, then you're on course to actually dosomething that changes your business dramatically for the better. That's the discussion needs tobe going on. And the boardroom on Monday morning not well. looks likeJohnny had seventeen accessory sadly hit thirteen. Know How many outrageously satisfied customers didwe have last week? I want that number on the board. Don't giveme the ticker of who sold cars. I want the number of outrageously satisfiedraving fans of our car dealership. Let's start measuring that and everything else willtake care of itself. Rests. Yeah, so, and this kind of goesin line with some past episodes we had, you know, with youknow, Tracy Myers. He's talking a lot about building a culture for yourteam where they even want to just show up to work and kind of havingthat human element at from a business owner perspective to a team perspective and howthat translates to the consumers perspective. But you know, it is true.I think we attend a lot of conferences and guaranteed at some point during theconference the topic will come up. Okay, how do we make our business,how do we make the fact that we're card dealers, appear the wayit really is? I mean, you know, a at its core,you know, it's not a group of scummy people, the way some consumerssee it. It's a group of very caring individuals. It's a group ofpeople who are, you know, geared towards achieving success. So how dowe change that perception? And what you're saying is when you can figure outhow to give enough of yourself or your business to the Con Sumer, focusingon them, then that's kind of the magic recipe for kind of breaking outof that perception in the public's eye. It is, I mean, youlook look it. I'll say this. I am a red blooded capitalist and, like Tracy, who I know, I mean I love to make money. I love to make lots of money, because it's like fuel in your gastank your car is five gallons of gas. My car might have fivehundred gallons of gas. Right, I want five hundred gallons of gas togo where I need to go. Okay, so I love making money, butinherently the core of what we're doing, it is different from the strategies wereexecutings. For instance, we say, Hey, we care about the community, so we're going to have clowns at our dealership with balloons. Well, that's just stupid and ignorant and selfish. Now our clowns bad. No,here's what is bad. Telling saying we care about the community, sowe're having clowns. No, you care about getting people in the door tomeet your establishment so that later, when they need a car, you cannetwork and meet them. So the honest answer, the honest strategy, isto say how do we get people in the door to meet our establishment?Let's not mix tomatoes and tomatoes. Right, let's not call something that isn't something. What. No, let's not confusing, because what happens is thenare people are all confused and our communities all confused. Everybody's confused because inyou know, it's like I meet somebody because I went, you know,your event. You had clowns and I have a two yearold daughter and fromSega. Hey, how you doing, Dan? What do you do?If I know what I do, and then, and then, and then, I automatically know what's going to happen. You know, once the weekends over, in the full week begins, I'm going to get, you know, a full length email from somebody at that dealer. Should go hey,my name is Ted and I just wanted to say hi, welcome to ourdealership. We've got some great passats on sale all next quarter and it's greatbecause if you come in now and it's like, dude, I do,yeah, thanks, or you know that, at best it's a stammering response,at the worst it's like screw off right, because now you're are sayingyou want to build my trust and build a relationship. What you really wantto do is sell me a car. And there's nothing wrong with selling cars, all right, nothing wrong with capitals and nothing worth making money. There'snothing wrong with selling cars. But we can't say we're giving when we're reallytrading, or trading. I'm going to give you my balloon for the chanceto me to spam you until you come back and buy a car from me. That's not giving that's not giving US...

...trading the nothing wrong with trading.Trading is awesome. I love trading, especially when there's something I don't wantto pay for. I'll trade you all day long. But let's not callsomething that it isn't right. And so this is where our business strategies getconfused. Instead of just saying, look, here's how we do business in ourdealership and Saturn, Saturn did this, pretty did this before. Even carmacks, I think, was doing it well, which is like here's ano haggle press. You come to our dealership, you're going to get fairtrade treatment or not going to hold you for seventeen hours while we try toget you approved by fourteen different people. is here's what's going to happen.You're you're going to go online and you're going to share as much information withus such as you want, and we, because we understand how intimates is,experience is, instead of just buying some you know, you know someone'sThird Party Service Online, we're actually going to take the time as a dealershipto make sure the software is easy to use, understandable right so that aconsumer sitting at their computer can go through all the steps of this wizard andpick out the car that they really want and compare it to other cars thatthey might like. The you know, this whole experience that can do fromtheir phone or their computer, right, because that's where consumers are at.Make It really, really, really stupid simple. And then we're going tomake sure we know that finance is always frustrating, whether you're buying a houseor a car and engagement ring, you know, whatever it is. Youknow, how do we? How do we? How do we gently broachthe subject of do you have good credit? People always think they have better creditthan what they actually do. There's a rare number who can walk inand I'm just going to write you a check. Give me the lowest possibleprice. Right. So what actually happens is the experience is icky, it'snot well thought out, it's kind of halfassed. The the the actual nurturingexperience is isn't isn't good somewhat. You know, it's kind of like falsepretenses almost. And then what happens is the beautiful, really side of cardealerships is it's an amazing ability to sell high profit services, oil changes andand other services that really need to be done in a trustworthy manner that arehigh profit. Mean this is where you can sell those to anybody, notjust peace right, that are buying your product. Yeah, that's exactly right. But because you're not in the business of being epic and awesome, you'rein the business of implementing short term, short term tactics to meet the outcryof the general manager because he needs more revenue now. So we're going tospam people right, we're going to do all the stuff that's icky and uncomfortableand really shouldn't be done because it's not well thought out and substantive. Butwe're going to do it because a general manager says we need two hundred fiftymore thousand by the end of the quarter. And so what we lose is fivehundred thousand and revenue for the rest of the year because of how weblow our relationships. And so this is where I talk about this generational Ikeyness, this this inability to reform consistently because of the behaviors that we're doing ourselves. So what in every industry I've ever been that have been able to helppeople revolutionize their industries, I look through the Lens of Edgy. What isthe most extreme thing we can do. We know that if you want radicalresults, you have to be extreme. Now, if you don't care aboutimproving the profitability the long term sustainability of your dealership, just you should keepdoing what you're doing. But is you do, then you need to sitaround the table with your senior leaders and say what's the most radical thing wecan do right and let what what's the most radical thing we can be preparedto do in order to be successful? How can we be disciplined about doingit? I can't tell you the number of really sloppy, sloppy, sloppysales guys in caught and caught in the automotive industry who don't have a goodmethodology for following up or following through. I mean, don't get me wrong, I'm added to their database and once a quarter or once every couple ofmonths they hit a button and their car automobile marketing gives Mo and I geta beautiful ht amount newsletter with lots of pictures and charts and graphs or whateverthat says. Hi, I'm Ted, remember me, come back. Iwant to say something that's not intimate. Right. I just archived, deletewhatever. Move on the number of people who just you know, there's norelationship, there's nothing, and so they're not disciplined, and and and andwhat I mean also by that is there's two levels to this. By thatI'll get up in people's business. There the sales people aren't encouraged to befinancially fit themselves, aren't encouraged to be physically fit themselves, aren't encouraged tobe mentally, you might call this, spiritually fit themselves. And so we'vegot an organization full of head jobs who aren't financially fit. So they needthat right day, come hell or high water, because if they don't getit they're broke, right. And so we've got this trickle down effect ofgood people who become bad people. I often hear people say, Oh,you know, I'm just a good person,...

...that I used do bad things,right, I have these bad habits, and I say no, look,I'm not trying to be overly mean to you, but you're not agood person. You're a bad person desperately hopes that by magic or fairy doestyou become a good person. That's not how becoming a good person actually works. I mean it trickles down to its stuff out there. I mean that'sthe thing, like, there's so much to really like, you know,change the way that it's you know, I get what you're saying. Likethe car. Buying a car is one purchase that the process hasn't changed inforever. Everything else, even buying a home, like literally bought, closingon a home, is faster. That's insane, it's doesn't make sense.And so what I'm what I'm getting here, is that it you know, it'sabout changing the conversation at the business level. Instead of saying, howcan I get more leads, how can I get more sales? How canI increase revenue? We need to shift the focus to how can I actuallybe of benefit and value to the people that will purchase my product? Right, but well, that's right, that's right. And what can I doin a sustainable format like that that may not work right this moment but willwork in the long run? In other words, how do we start playingthe long game, not the short game? Yes, we're stuck and yes,you know, if it might in might hurt you, we might haveto lay some people off it. I mean we've already laid a bunch ofpeople. If we wanted to lay off more people so that we can unstickourselves a little bit and put ourselves on the path to long term game.But we have to stop playing the short game because it's killing us. Andyou're right. Wow, what what do we need to do in order tobe better people? Look, you bring an amazing people and they do amazingthings. Why? That's why they're amazing. But you can't bring in people whoare shortsighted and myopic and do things poorly and then and then wonder whythings are going wrong right. That just doesn't work. You know, forinstance, for instance, the trending algorithm. You may not really think much aboutNetflix, but the algorithms that tell you what you should like is prettyamazing. What's actually more amazing at Netflix is the fact that did you knowthat when you watch a video, as you're watching that video, your videois being cut up into a hundred and twenty plus different videos. So,for instance, if I'm watching that video on my tablet and my Internet startsgoing bad, notice how it gets grainy but doesn't cut off. Usually forNetflix, simultaneously, Netflix will let you download a video at thirty frames persecond or twenty frames per second or sixteen frames per second or eleven frame dependingupon the speed of your Internet, whether you're in a car, on atablet, on your KTV. It automatically adjust the frame rate real time tomake it so you have a seamless streaming experience. That's the same streaming nowthat streams the super bowl, it streams the White House press courts. Youknow what that came from? Came from an engineer and Netflix. who wasn'thired to do that. But then you know he was hired to do twowords, be awesome. And you know what someone who's hired to be awesomedid? Awesomeness. And so now the stuff we don't even really care toomuch about, we appreciate it. We all stay up in clap right,more importantly, we get frustrated when it doesn't work of the simpleness of somebodywho wasn't hired into you know, you're going to be the person who answers, you know, the receptionist that the the car dealership. No, no, you're hired to be awesome, right, that's what you're hired to be.And guess what part of that is? Making sure that people are greeted withintwo point three seconds, right, and part of that is making surethey do have a cup of cold water and that, if their kids arejumping around, that you can go help bring them some toys and smile andlaugh and make sure they're taking care of right, the all of that.But you know what you're hired to or you're hired to be awesome. Thatmeans that the plants need water, you're watering them. That means if youknow if someone needs help delivering papers or making copies, guess what, that'sjust naturally something you want to be a part of because, guess what,that falls under the job title of being fucking awesome. So what happens?We bringing these people? Oh, I was, I was. I was, you know, Ted's Automotive Manager for twenty nine. You're okay. Well, you obviously have the experience. That's bring you in. And so that'sthe old gray haired guy who's sitting behind the desk and with three other guyshe's back there cracking jokes. Meanwhile you're sitting at your table going when issomeone going to help me? When is someone to come to me? andthat same feeling of resentment and not feeling loved, not feeling appreciated. Justkind of well's up inside you and I that's where there's this disconnect between whatactually is happening and how we feel it's happening. I suspect you're right thatthese are good people trying to do good...

...things, trying to make a goodliving for their for good families and good communities. It's all good, right, it's good. We have to ask love what you're saying here, though. It doesn't it feel good. Why doesn't it feel good? Right,yeah, exactly good. Because someone doesn't have the courage. We, asowners, often don't have the courage to stand up and say, listen,what we're doing isn't working and we need to stop chasing short term dreams.Let's all stand in a circle and talk about what we would want the experienceto beef for ourselves. You know, what would we want when we're buyinga car? What do we want we're buying a house, when we're buyingfurniture? Right, when we're buying a TV, what do you expect me? Do you expect it to be quick? Do you go to best buy forthat TV and it want to wait three hours, or do you justwant to get it? You know, and when the when that best buyperson says, do you want to extended warranty, and you go yeah,yeah, do you want them to argue with you? Or that's right,I mean, I mean, and then say and then say, listen,this has to this dealership has to become a house of worship. Is Nolonger a place of business. It's a house of worship where we worship atthe feet of our consumers and if it does not bring joy and delight thatwe will not do it from this day henceforth. But that means I haveto go bankrupt, re restructuring this whole process. That's what it takes inorder to get things back on their feet. We're going to do it. Well, you can charge a premium for the product. That that if that'sexactly what you're doing though, too, which is exactly exactly right, youknow. But instead we don't want to deal with crap, right, wedon't want to, and even services become so blighted by misinformation and you know, you know, they'll. They talk down. They got a unicorn upin the cylinder, poking a hole in the old radiator which is spewing fumesinto the air conditioning system, which is why your break pedal seems like asticking and you're like what I should we fix all at nineteen million dollars.I'm sure, sure, I guess you. Apparently that's the only thing that's goingto fix the fact that my car seems to be jerking. You know, I don't know. You know. So, instead of just saying youknow, you know, gentle wonderful response. I mean here's a concept. Youknow, I I go and get some some work done for you,imagine sending me a handwritten note from the service manager. Hey, so greatto meet you, Dan. Look forward it to look forward to service youin the past. Thanks for your trust, not a postcard, handwritten note,right, hand written note. And by the way, you know,not all this needs to be done by him. You can have somebody elsewho's writing quote Unquote, handwritten notes from him, but I mean something that'sthoughtful. That's what I call giving, not a Dan, you don't understand. We've got a constant contact. We put all the people stuff in there. We hit a button at automatically does that? We're already doing that,Dan. No, you're not. No, you're not. No, that's that'sbecause a handwritten note would cut into Farmville time. Well, that's right, our solitaire time. Right, that's right, it's right. So we'vebecome a well, we've become leaders that push buttons and and and talk abouthow we're check you know, what we're really doing is checking boxes instead of, you know, instead of building souls and and and think that's where wehave to even change the terminology of what we're talking about, because we talkedabout how do we boost profit. Here's a good example. One of ourclients is a massive, massive pharmaceutical company and they have these products that literallydo billions of dollars and sales billions. And so one of the things werealize is that, as with and the pharmaceutical world, believe it or not, people don't take their meds. So you're sick and you know you're sickand you go to the doctor and he says, Hey, you're sick,take these pills and guess what, you won't be sick. People get thosemeds and then don't take them, and so what happens is is they notonly stay sick but you know, it leads to lots of other additional healthhealth problems. But one of the things we realize is that if you gotto get people to take their meds often, not only will they with a healfaster, they'll a higher quality of life. They'll connect happiness and higherquality of life with taking their meds. So here's something revolutionary. What ifyou had a registered nurse on the phone, not somebody in India, but somebodywho is sweet and awesome, just saying hi, I'm Sally and Ijust wanted to make sure you're doing okay and, by the way, didyou take your meds? Because we love you and you take your meds andI'm going to scold you a little bit and make you feel a little bitguilty, but I want you to know ultimately that I love you and pleasetake your meds. And that ended in driving five hundred and fifty million dollarsa year and new revenue because people somebody who was local and would smile onthe phone and the other person felt that smile coming to the phone said Ahyeah, right, Sally, I got to go take my meds. Right. And where is that in the car industry, where someone just going hey, I'm sally, I wanted to make sure when you drove off the lotfrom our service department that that was just super swell and you were happy,and I just want to make sure I'm...

...not selling anything. I don't wantto say you I you can't buy anything from me. I just want tomake sure you're you're smiling. I mean, it's interesting to me what we're talkingabout right now because it sounds like common sense, but if it reallytruly is, it's almost like common sense has become what is known as thinkingoutside the box these days. Almost, you're right, you know what Imean, like it's I'm hearing all of this and I go yeah, youknow what that's, that's exactly what I would do. But it's it's interestingthat that's not the case for everybody. They know it's not. It's not. And part of this is when, often what we do is we dochase tactics instead of implementing strategies. And I know I speak in these termslike awesome, but I think the reason, not reason I used the word awesomeso much, is that we have other words drive the bottom line.We need more top line, we need more revenue sale, all these words. We know what those words are. All right, that's pretty easy tounderstand. But when I say to you, be awesome, do something that's awesome. You tell me what awesome is. I'm not going to tell you whatall I'm like to say, Oh, go cou sell me a car.I'm go, go, be awesome. Who that's a little harder to do. That's a little harder. Right, right. So we know the responsibilityof being awesome. Yeah, I mean it, but it takes ourgame to a completely another level of just well, that was good and andthat drove revenue, but I have to be honest with you, it wasn'tawesome. And so we have to ask ourselves, what can we do that'sawesome? One of one of my clients is of almost a sixty billion dollarinsurance provider across the United States and we're talking about, and this in overa couple days of strategy, I was challenging them on this exact same thing. Be Off. What can we do that's awesome? And so, asthey said, well, what if we what if we paid people quicker?What if we actually, you know, service their claims quicker? And wewere all like yeah, I love that. And then finally someone in the backof the room said, is that really awesome that you pay someone whatthey actually deserve quickly, and we all kind of laughed and look their cellsand said yeah, now we were kind of selling ourselves in the fact that, you know, Oh, if it's faster, yeah, we're all schmucks. That's why it's slow. It's right, just actually getting it on time.That doesn't make us awesome, it just makes us less, you know, less of an idiot. Right. And so I think this is wherewe have to we have to push back against the norms and then say,yes, this is extreme, it's it is going to be extreme, it'sgoing to be different than what you've experienced in the past. Is going torequire more effort from you, emotionally right, you're going to have to be onyour a game. It's not about doing better things, it's about beingbetter, because once we are better, what we do is automatically better.But what we're trying to do is, Oh, ted's got this this emailmarketing widget that lets me do better things. I assume, because you know,I could hit the button on that machine, I'm magically going to bebetter. I'm not. I'm the same screwed up person and possibly just atid more lazy. Right, because now I have this button I can pushand don't have to really do an emotional work. So I'm going we've gota facebook page. Yeah, but where's the emotional connection? Now? I'llhold on, Dan. I'm tweeting. Okay, sure, and what's thatdoing for? I mean, so we've got all these things that we're Chet. We're checking the box and you know you're right. You'll go to theconference is someone's going to be talking about how to use social to leverage yourfull potential, and I'm just I'm wondering, you know, at these conferences,how many events where someone walks up and says, listen, this isour fault, we've created a mess and and the way we get ourselves outof this mess? It's the same thing we tell consumers who can't afford acar. You got to start paying your bills on time. Right. Wegot start paying our emotional bills on time right and for a while, sothat consumers can actually trust us that we're not going to be dead beats sixmonths from now. Right. That same thing applies to us as business leaders, not just the consumers that we've kind of bend over the barrel to buyone of our vehicles. I love this. This this is something that, youknow, I think, we're so passionate about on our end and wetalked, you know, a lot about just not in these words that you'reusing. You've had so many incredible examples. This concept of being awesome. Ithink you know, correct me if I'm wrong, but it it's almostthat that concept of be awesome is the overarching principle of edgy, right.I mean extreme behavior, disciplined activity, you know, the just the givingmindset and the human element and be awesome. So think outside the box, asyou were talking about, you know, some of those examples that you sharedit. I was thinking about you know, how, you know what? What real world examples do I actually have of this? And, oddlyenough, the the one that came to my mind is, you know,when I go and get my oil changed for my vehicle. I can rememberten years ago it was like in and out for an oil change and everyonewas competing on not only price but how quickly they could change your oil.But now when I roll in to get my oil changed, they they're like, Oh, you have kids in the...

...car. Do they want coloring books? We got some toys here. Do you want your you know, water, coffee, newspaper. Do you want this like Ipad to play with?And and everything's just been focused on the experience while you're getting your oil changed. Is that kind of what we're talking about here in in changing the mindsetof how to be awesome? Oh, that's exactly what we're talking about,and it they go hand in hand. So someone who's feels safe, right, feel safe, and someone who feels like they're understood, meaning you getit that my kids are crazy, and then I'm going to be stressed outand it's going to be hard to make a decision until that's handled right.When you get that and help me, then I feel like I yes,yes, can you please just take care of this for me. Here's whereI push I push back again at some of this. What happens? Isit that there are there's good people doing these things, and you know whatthere's like there's good card dealers going good things, and then there's also bad, you know, people just going through the motions. You know, they'rejust saying, what can we do? You know, Oh, oh,we need to have a tweeter program let's get on twitter, or we needto have a coloring books. Who Know? Go get some coloring books. AreHey, we need a play a room. Let's go get a playroom for the kids. And and so they do all the stuff. Andthen, you know what's interesting, and you've probably run across this, theyalmost get outraged. They're acting like selfish jerks. Why isn't this working?We're not making more money. Their attitude is horrible. They haven't changed.Then they are mad at consumers or the experts who tell them what they shouldbe doing, when they themselves are the only ones to blame. You knowhow they're mad at the consumers. We've done all this stuff, we've donethis renovation, we've done the stuff that people still aren't buying. Well,maybe that's not because of the you know, the fancy building. Maybe it's justbecause of the fact that they don't feel loved and supported and that theattitude of arrogance and there's just a huge disconnect between how they want to betreated and how hard, how far you're prepared to go in order to makethem feel that love, excellent love. It and and again. You know, I'm just going to add this. It's so common sense. Stop thinkingabout yourself, start thinking about how you can help others get the things thatthey want. It's it's I mean it's kind of to me. It's theZIG zigler thing, right. It's help as many other people get what theywant. You'll have everything that you want it. So it's a win win. Yeah, and and have and not do it randomly, not or notdo it even spontaneously. Do it because you're built to do that. Imean, well, I've got a to friends who have twin sons. Thetwin sons are both navy seals and they're shipping off here shortly to get toto go to combat. Now, listen, there there's some tough dudes, right, but they don't just do somethings like randomly, right. They don'tdo things like once in a while do something awesome. They train every dayto do something awesome, to be prepared for a situation when they need torise above. So, you know, put in place strategies and processes like, for instance, on Monday at nine hundred and one, what happens?And Tuesday? What's our policy to make sure that that we're following up andfollowing through, like what are the what are the checks and balances at ten, three in the morning? And the checks and balances at one hundred andforty seven in the afternoon so that we know that every single person gets agreat experience. Just like if you go to McDonald's, you get the sameBurger, whether you're in New York or whether you're in Alabama. You knowyou may get a different attitude from the person handing it to you, whichyou're going to get the exact same burger. Why? Because they made it aprocess. So how do we make awesome a process? Right? Well, starts with the people we hire. Right. There's talented people that justcan't work for us. Right they're awesome. I mean, excuse me, they'vegot a lot of experience, their talented, they're not awesome them.Maybe their attitude stinks, maybe they're going through something personal in their life thatjust makes it so. It's like, look, we got to have candidresponses to people where we say, listen, you're a great person who can sellcars, but you're not awesome and if you don't want to be,then you can't be here. That's how it is, and I'm sorry becauseI really want you here because you have so much experience that you you wouldbe a great role model. You would be a you'd be a fantastic personto do to call this home, and we really want you. But you'renot in the business of being awesome. You're in the business of telling warstories from twenty years ago, and we can't have that. We want peoplewho just wake up in the morning zesting to bring love and delight to consumers. And you're old and bitter and cranky and talking about what you did fifteenyears ago and slapping asses and and calling out the pretty. That's just notwhat we want. We can't have that around here. But we're not willingto have that discussion. And you know, sometimes when you have that discussion youheal the people who are a little bitter and confused and not really surewhat to do to get up with the time. So they just tell warstories when inside they really want to be a champion. But because we're notwilling to go and have that conversation, we let them stay mediocre. Andit applies to every area of the business,...

...from selling to servicing to providing parts. Just because you have a freshly pressed shirt from dicky's or whoever doesyour uniforms doesn't mean that you're acting like a professional right doesn't mean that you'refighting great service. And so we have to turn this into a process.How do we manufact your awesomeness and seriously? And then what are the tools thattell us? If I'm the general manager, bling Ling, Ling,Ling. Okay, profits are up. Oh, awesomeness is down. We'vegot a problem. We've got a big problem. People we because I likethe fact that we're selling more cars. Here's what I'm gravely disturbed by.You know, the number of outrageously satisfied customers is down. The number ofoutrageously satisfied serviced vehicles is down right. We're not we're losing awesomeness. Sowe they're not measuring it consistently, which means we're low in our discipline category, or we're not behaving in ways. And guess what, it's going tohurt us in six months. That's why sixteen year olds don't stop smoking,because they're not dying of cancer at sixteen. You Die Cancer when you're seventy andit seems great to smoke all the way up into your s s andthen you go. I'm starting to get this cough right. Maybe I shouldmaybe I should slow down from you know, Packa Day to two or three aday and then, by the time you realize it's still too late,you're hooked up to an oxygen machine and you go, yeah, probably wasn'tthe smartest move, but no one dies at seventeen from smoking. No onedoes. Right. So You keep smoking and and no branch dies because oneday of Awesomeness wasn't done. But when you have three hundred and sixty fivedays, times ten years, times for decades, right, all of asudden you know you've got a hundred and twenty two thousand days where no onegave a shit about the customer. And then we're crying in our beer.First Because, Oh we poor automobile manufacturers, are dealers, are going through somuch right now in life. Isn't fair? Bullshit. We created thisenvironment, this is our own playground. We're complaining because the swings aren't safe. Then go fix the swings. Right, this is our playground. Let's gomake awesome, right, let's let's build awesome, all right, let'screate. Let's have people create so much love that they go I don't knowwhat you're talking about. My Card dealer is the best in the world.Let me tell you a story about what happened right, that's not just aboutballoons and clowns, about people coming in doing business leaving feeling like their honored, respected, good citizens of a community. That's awesome. That is so good. So, I mean, those are those are really the two questionsI have for those of you listening into some up our sit down here withDan Wald Schmidt. Are you an edgy dealership and do you have processes tocreate awesome all the time and be awesome? Dan, thank you so much,so much thought provoking information that you've provided us today. Certainly I've hadsome Aha moment says you've been speaking drawn some really awesome parallels. I knowthose listening in certainly have had their thoughts provoked. We appreciate you being onthe show with us today. Thanks. I will say those as disclaimer forthose listening, we're not sitting down. I'm standing on growing clutches here whilethrow tounches. I am sitting down. So thank you for Dad. Thanksfor the time. We will see you in a few weeks or a weekor so, isn't that? Michael? Yeah, absolutely look forward to lookforward to catching up with you here in a couple weeks. In North Carolina. You Bet your awesome. Man, appreciate your time. And that wasMr Dan Walt Schmidt. Michael, well, what do you think that I did? I pick you a good one there. Yeah, man, hehe had a lot going on in his brain, you could tell. Butso relevant. I mean, you know, this guy is a consultant to likethe fortune fifty companies, big pharmaceutical companies and big, you know,insurance companies, and so he has so much valuable information, some of whichhe shared in this episode, about how just simply changing the conversation that we'rehaving from you know, how can I make more money or how can Isell more units to how can I just be something of value to the marketthat I'm in to pick up bigger audience and to pick up more loyal customers? So really, really valuable stuff. Yeah, I enjoyed it. Imean he brings a lot of energy and and very passion and and he's just, you know, it's a different take. It's not you know somebody that's ayou know I'd say it. I mean the guy's doing amazing things,but he's not more of like a homegrown name. Right is right now,not in this industry in our industry exactly. But you know, you know bringsa lot of things to the table and sometimes, you know, Mike, I'm starting to think that you know the questions that we start at.We ask these guys stuff off the air,...

...like not like hey, so what'snew with you? Like we're asking them business questions. Yeah, liketrying to pick their brain. Sometimes I'm thinking, like that's the shit,that could be some of the show sometimes do. Maybe we'll have to doan outtakes thing here soon. Absolutely awesome. So listen. We want you tocheck out the show notes to this episode because we actually have a freegift for you. Triple W dot, the dealer playbookcom forward thirty seven.Check out the free gift. Also check out the show notes where we're justgoing to outline some of the you know, the Aha moments that we had yourin the sit down with Dan Walschmidt. Also, would be super grateful ifyou'd leave us a review on itunes. You can do that by visiting thedealer playbookcom forward slash DPB itunes. So We'd love to hear from youand see what's resonating with you and how we can bring more valuable content likeour sit down with Dan Walschmidt. To you until next time. Thanks somuch for listening and talk to you then.

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