The Dealer Playbook
The Dealer Playbook

Episode 502 ยท 3 weeks ago

David Oates: How To Repair Your Dealership's Reputation

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David Oates is a crisis PR expert with 25 years of experience in the field. He helps organizations repair their brand's reputation in the press and online. With the emergence of web3.0 and a rapidly evolving digital landscape, there are sure to be brand pivots and crises and with David's proven approach, he is on a mission to help businesses handle any PR situation.

Key Notes About Repairing Your Dealership's Reputation:

01:32 - David shares his background and how his career in the Navy positioned him to work in public relations. In particular, after nine years in the Navy, he was promoted to a public affairs officer and found himself dealing with many different types of PR cases that required heavy repair.

02:42 - After the military, Dave worked for different tech companies and agencies and found that, given his background, he would deal with mass layoffs, product recalls, shareholder disputes, and CEOs behaving poorly. He says, "Not to boast, but I don't get nervous too much about any crisis matter for any industry of any size."

03:18 - Over the years, David chose to focus primarily on crisis PR โ€” an opportunity accelerated given the fact that we each carry a small supercomputer in our pockets. At any moment in time, we have microphones, cameras, and an unlimited distribution network at our fingertips.

10:11 - David shares a baseball analogy and relates it to personal and corporate growth. There is a high degree of probability that you will fail, and that's okay. "Everybody is so concerned about the box score at the end of the day, but what they don't watch in the box score is the win/loss, who had the most runs, and who didn't. The only thing that matters is 100 percent. What matters is how many at-bats you took and how many times you swung at the pitch."

11:53 - When it comes to crisis management we need people to understand that failure is okay. We need to demystify it so that when it happens we are able to keep moving forward.

18:15 - David shares why he thinks the fight or flight mentality causes our natural inclination to either fight or say nothing. This can be harmful when dealing with negative reviews or naysayers because it leads to being hell-bent on creating drama.

19:00 - How to respond to negative reviews or comments about your dealership online.

Listen to the full episode for even more insights and context about how to repair your dealership's reputation.

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Thanks, David Oates

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

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Get Your Google vehicle adds up and running fast with flex dealercom. 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. My guests today is a crisis part expert with twenty five years of experience in the field. He helps organizations repair their brand's reputation in press and online, something that I'm sure we can all relate to, especially as we're moving into a deeper, indeper digital world. He can handle any crisis PR situation and train others to do the same. Well, that's lucky for us. Dave oates, thanks so much for joining us on the dealer playbook podcast. This is great. Thanks for having me on. Its pleasure of me to first of all, Huh, how do you get into crisis pr like we hear about PR? How do you get into crisis pr be in the being the right place at the wrong time or the wrong place at the right time. I'm not sure which one you want to go to. So my background, my background is so bast akwards. I'll try to I'll try to sit upsize a little bit. So I started as a navy officer driving ships and about halfway through a nine year career I became a public affairs officer, first as a part time and then as a full time navy public affairs officer. And when your military forward deployed operations, I had the privilege of doing so in Haiti. I was on an aircraft carrier for two years. I had, you know, different operations in between. Crisis is just part of the deal when you're forward deployed and we just called the tip of the spear. Stuff's going to happen. And and just on the aircraft carry alone that I was on in the late S for a couple of years we had a aircraft, a fourteen tomcat, crash in the middle of the Pacific Ocean. We had had a couple of sailors lose limbs because of an ax and on board I had a grand theft autocase in Dubai. I had rape cases in Australia and I had a whole bunch of other hot war environments and things like that. So you pick it up pretty quickly as a young at the time I joined the carrier I was twenty nine years old and essentially you think about as a corporate communication head of about a seventy five hundred person organization, because it was not just the carry, was eight of the ships that went with US undeployment. So you'll learn how to swim pretty quickly in the people and the deep waters. And I went to the private sector about twenty eight years ago. I worked for a couple of agencies focused in startups in tech. So because of my background I was the guy that was always doing the mass layoffs, product recalls, share older dispute, CEO's behave and badly. You name it, I've seen a flare of it and I don't I guess...

...it's boasting, but I don't get nervous too much about any crisis matter for any industry of any size. But how I got to started doing it on my own as I've been a I've had my own shop for about sixteen years, but I focus exclusively on crisis pr for the last four thanks these little devices that we all carry around are essentially, whether you're trained at it or not, our own broadcast vehicles. Right. We've all got a Mike, a camera and, thanks to our social media accounts of distribution system and organizations and big and small, can have the reputation we called in the question and literally have everything upended on an instagram post. So I'm previous to do what I do for a wide range of entities. I've never served in the military, but what I will say is, now that I think this through, I've had my own PR crisis, and that is that, ever since I saw top gun for the first time a the F fourteen Tom Cat was one of my favorite fighter jets. I thought I was going to be an able aviator until I was like twenty. Right, I had to learn to ride motorcycles. I had to marry a blond, beautiful woman and at some point we were going to ride to the marina and make out on the back of my motorcycle. Did Not get the pilots license, married the beautiful blond got the motorcycle. She won't get on this thing with me. Well, we had a five. That's not a bad GREC at three out of five. If that's right, good run. Right, there's still time. There's still time. So I love that. You have history in the in the military. Obviously thank you for your service. We appreciate that. But I think you know, I was talking to just recently. Actually I was in Kentucky last week speaking to a naval aviator and and we were talking much about the fact that, because of his experience to your point, where crisis kind of isn't a crisis to you anymore, like you almost it like the Matrix, he really felt like his service in the military provided him with a different perspective about life in general. Do you feel is that? Do you feel the same way as that? Is that kind of what leads into this, or was it just your sheer exposure to so many different types of crisis? Has Both right? I think it's it was a combination two things. One is you experience a lot in the military, and I was. I was a young you know, it was a young kid who graduated. I hadn't yet turned twenty two when I put on my inns and bars and I was in for, like I said, about a nine, little over nine years. And you two things that they teach in the military is one how to how to go beyond your expectations, like everybody has their own limits. Right. The mind is a is a real strong organ because it can talk you out anything. You don't think you're good enough, you don't think you're smart enough, you don't think you're capable, and the military basically put you in positions where you think there is no way I'm succeeding at this. Like I'm Um, I have been set up for failure and you have to rely on your...

...own initiative in order to get things done. And and early on you're under the tutelage of some real seasoned and listed personnel and some officers who expect you to fail. And this was the lesson that I had to learn from myself early on, is it is perfectly okay to fail, provided that you're in an environment that is supposed to train you for that, because from failure we all learn our lessons in life and you realize you can do more, and I think that is something that I have taken with me since that has served me extraordinarily well in good times, put in also in real tough business times since then when I've been in the private sector. But the second thing is you do see a whole lot of different things. I I talked about, you know the fact that I was on an aircraft carrier and I was essentially the corporate communications head as a twenty nine year old for seventy five per person organization that was scattered among nine assets that traveled halfway around the world and back. And I talked to PR people who've been in the corporate side for all of their career and they didn't see that type of opportunity until well later and I was. They said, how did that happen? I said I picked up the phone and they detailer in the washing DC who starts up by saying hey buddy, which you knew you were getting screwed. Brilliant position. That was just it sounded awful. It sounded like there was a no win situation and you figure it out. So for all of those things I'm extraordinarily grateful for my time in the service and I try not to be that old guy at the you know, the old veterans home. That's it's found about in my day. But but I I guess I do look back finally on it because I still rely on those lessons now here. I am twenty two, twenty three years in corporate fifteen years on my own, thirty years gaining a having a paycheck right was experience. Those first nine years were pivotal. It makes total sense to me. I mean, like I said, I've never served in the military, but in my early S I went to the Philippines. I did missionary work there, humanitarian type work. Had to completely immerse myself in that culture and and that experience, I feel like, a taught me how to think much more critically than I had ever thought, probably ever before in my life as a young kid, ripped out of the comfort of, you know, North America, grown in the third world country, seeing and witnessing things you've never experienced, and I feel like that gave me perspective about how to navigate life at a whole new level. And and I got to be honest, and this is probably the biggest douchebag grey thing to say, I'm like, did nobody else learn how to think? How so few people know how to use their brains? Oh, hell no, so nobody teaches it. That right. Everybody teaches. Everybody teaches, and this isn't a denigration on the edit education system, and right and send the reasons to do that. So apologies anybody who's going to take umbradge with what I'm about ready to say. We also worried, I as a society, about failing...

...that. We teach two facts, but we don't necessarily teach at an early enough age to the context of facts right. So here's what I tell people. I I've the privilege of doing some volunteer work with college and high school students through a large Rotary Club that I'm involved with here in southern California and I'm involved in rotary in a national on some other elements. I tell kids you're supposed to try new things right, you're supposed to take a chance and get out of your comfort zone. And for me I lucked out, and I say I like that, because I got the military. There was no way on earth I should have been in there save for a retired lieutenant commander by the name of John Wesley Gaynor, the third at Gathorsburg High School, who saw something in me that I didn't see in myself and put me in a position that I was able to secure in rotc scholarship and then one of my way through college. But I tell him look, it doesn't have to be in the military right. It could be foreign service, it could be missionary work, it could be something you do in your backyard. The point is is that if you think for yourself in a certain situation like Oh, I there's no way I'm going to succeed at that, that's the time you jump in for that and maybe you don't. And you know what, what's the worst thing that happens? The worst thing that happened is you fail and you learn a lesson and you move on. Everybody's so worried about the box score at the end of the day, but what they don't watch in the box score. So baseball's my first of all, I'm going to go here on analogy, is I look at the wind loss. who had the most Rons, who didn't? And that's that's the only thing that matters, BS hundred percent. The thing that matters is how many at bats you took and how many times you swung at a pitch, because its what the best player in baseball, persons making exilion dollars a year as a batting edges of three hundred and fifty, fails two out of every three times they attempt to do their primary job, which is to get the bat on the ball and put it in play. Nope, that's not what happens right they fail at a two or three times and then they have the audacity, at least three innings later, to get up and try the same damn thing again. And that's the secret to life. We don't teach that enough and it took me until my t s two figure that out and I the if I can help kids figure that out an earlier age. You just got to try. Everything will work out. You'll get your hits, you'll get your runs. You're going to have a lot of scrapes, cuts and losses at the in the between, and that's perfectly okay. I love that and and it makes me think of something my good friend David Spezac said. He's very well known in the automotive industry and and throughout he you know, just a vast experience that he's adding his career. And on a recent podcast episode of his he said you either succeed at achieving the whole goal or you don't make it fully there, but you still progressed. Used to so so another. It just I love the paradigm shift on failure like it's you learned something. You still gained so much. Maybe you didn't fully get there, but you got you got somewhere. Yeah, we get we got to teach we got to teach kids that failure, failure, is perfectly fine effect. That happens all the time,...

...provided that you've stepped up to the plate and you've tried right, that the attempts are what matters, the shots on goal, if you want to use a hockey analogy, whatever it is that works for you, the thing that will the thing that I still look back to. I was just at a networking event before this and we were telling about what our regrets are, and the regrets that I had is the times in which I talk to myself out of doing something right because, though failures of the time that you you didn't even step up and try the well, what if if only I did that? Those are the regrets that I still carry with myself in high school and college and some cases of my first year and a half in the military, until I woke up one day said, you know, I'm failing because I'm not even trying. Well, Damn it, if I'm going to fail, I might as well give it a shot. Will figure it out from there. And at that point, once I had, once I trained my mind to overcome the fear of failure, stuff started happening right and, and I want to be clear, because I sort of mentioned this in the beginning, it's not been all better roses for the last thirty one years, and even in my own private practice there there were some really rough, lean, sucky years, I think is the technical term. Right. I knew I could get myself out of it. I knew that there would be a solution. I just had to keep trying and that got me through and I'm grateful for it. I love that. And and this is actually a perfect segue into something else I wanted to talk to you about because I love that. We started here and we talked about the perspective required in order to see crisis not as a crisis, almost hit to alleviate panic mode. However, now we introduce the business side of it and right money side of it, and all of a sudden our perception is that the stakes go way up and boy, we cannot afford to screw up. So so when it comes to crisis, and then we'll talk about online a little bit in a minute, but when it. When it comes to crisis, how do you alleviate than the fear of failure when money is on the line? Yeah, it's a great question. I don't say that I alleviate the fear completely, right, because I don't know if any of US alleviate the fear, but I can help people manage it, and it usually is to show them the path that they're on and the impact that it will have versus another communication path that still may incur incur some level of pain. Right and but because you have to, you have to be open, you have to be transparent, you have to express, in some cases, empathy. We're going to even if it's not culpability, because it's not your fault, you still have to express empathy and action. That that takes a lot of business owners like auto dealerships, particularly ones that own chains of auto dealers, take some out of the comforts from because they're largely been successful. This is an overgeneralization, but right. You know, walk me, you know, stay with me on this one. They're large successful because they have to specific characteristics, whether they're in auto dealerships or in some other industry. They've ignored the naysayers, people who have told them you can't do it, you're not good enough. It's a highly competitive market.

What do you think? And and they have tuned that out and they've kept their eyes on the prize. And the second thing is if somebody's throwing an obstacle in the way, whether it's permitting for a facility right or a you know, an ability to carve out a market or something like that, they have barrel through it, they have fought their way through it. They've either not that buried down, they've got over it, around it or whatever. But those two characteristics, the fight or flight mode as I call them, do not serve well when somebody's taken a pot shot at you on instagram and calling you worthless, because they'll either tune it out, which means that narrative then goes festers and goes all over, you know, the social media, or they respond in argumentative terms, which only validates the other person. Say, HMM, they're ticked off enough, methinks, thoughts protest too much. So I take out of that. So I tell them, look, going this route may still provide you some pain, but it'll be the far less and you get back to normal operations. And that's what I tell folks. I said my goal here is to not try to spend something that isn't going to be truthful. My goal is to try to put this in context, have a communication strategy that endears yourself, at least on some level, or there's an acceptance for the audiences, whether that's employees, customers, partners, investors, whomever, and say look, let's give these people a chance to fix whatever it is, even if the fix is simply miscommunication, and get them a chance to get back to normal operations, preserve the revenue stream to the best possible ensure profitability or a way back to profitability, and get them to be able to fix whatever it is that they're fixing and in doing so they might find that they endear themselves even more to audiences. But it is out of their comfort zone to do so. This makes me think of so earlier. You held up your phone right and he said here's the broadcast device. Yep, I say this all the time on the show. My listeners are probably sick of me saying it, but what's the statistic? Got To say this that you got to hear the same thing a zillion times before. Says this sucker rate here has transfigured Trent, teleported us to an alternate reality where stupidity is the norm. And and you know, like I'm sure you've thought of how do I create the drunk text APP that, like you know, puts all DIF firse, yeah, filter, because what I see here, I see it all the time. People go online, they're fight it, they're arguing there this and I sit here and I go, do you realize that you're arguing with some dude that's got cheeto dust fingerprints on and shure that, but this is just what he does in his mom's basement or what his minds but yeah, you. Do you realize you're arguing with a twelve year old Japanese girl? No, and so it's funny, right, there could be an APP for that one. Right. Yet artificial intelligence, natural language processing, a sort of says like a you use keywords and and they have yeah, I'm going to hold on to this for a couple of hours and when you so up you can look at you know, do you...

...really want to say that? That would be kind of cool. The problem is it would really disrupt the business model of facebook and instagram and Tick Tock, because they love it when there's animosity, anger and panic, because guess what, that draws eyeballs. It's it's the same thing. Why we slow down because there's a car accident, right, it's we are we are drawn, or we are we why we watch the Kardashians or whatever the frick? You know, it's just it's just nuts. What we what we, you know, sort of stop and watch the deal, though, is right. When we when you have an organization and an executive team that operates on that fight or flight mode, right there are natural in the inclination is to fight back or say nothing. And the problem, as you said, with that is you're sort of barking up a tree that is hell bent in many cases, run creating that drama, maybe just for their own self, you know, self promotion, and you know has nothing really do with you. You just happen to be the subject matter of choice for that day. And I tell folks, you really have to think about why you're responding to them. And, and this goes specifically the car dealerships. Let me give you a good example. Car Dealers all the time have a real tough go at keeping the online reviews happy, right, because people don't write reviews unless they're not happy for whatever reason. Right, they had a bad day, their dog just died, the service, whatever reason that they got at your dealership happen to be on a bad day. Okay, makes mistakes and they're going to chomp about it, and if you respond in a way that's angry, it only elevates the conversation. So you have to answer them in a way that diffuses the situation and even if it's a total bogus review, you are saying it in such a way that not necessarily to change the mindset of the reviewer. That reviewer is gone right, that reviewer is is cemented in their view points. Rust how it is, but your telegraph and everybody else that either a hey, you did make a mistake, right, we're all human and you're fixing it. So there's a little bit of understanding that you care about that, or there are ways in which you can do it without anger and animosity, just to sort of telegraph to everybody else who's on your yell page or Google reviews or whatever that this may not be a real customer, this might be a competitor, this might be focus, and you can do it in a way that lets everybody else know. You really shouldn't take this review at face value, but it requires discipline and requires monitoring and requires a steady strain to do that. You just can't ignored it and then months later go back to it. You kind of lost your credibility at that point. This is so critical to I was just at an event in Kentucky where I heard from Greg Gifford, who's one of the foremost SEO experts in the world. I mean he just travels all over the world. He works in automotive and out of automotive and and does some really cool stuff. And he was talking about how online reviews, in particular Google reviews, are one of Google's many ranking signals that they look at and so that of course they want to encourage people leaving reviews. But to your point, the number of UN replied reviews,...

...negative reviews, and I love that you brought up the fact that you know in many cases there may not be any credibility to any of these things. Like your you were throwing out examples and I almost blurted it out. Yeah, they're mad that Ikea changed the catchup brand for the fifty cent hot dog. But you were you were touch, and I mean car dealers don't have the best reputation, sadly to begin with, especially when you look at Gallop Poles like it's just there's this negative stigma that there are many who are proactively seeking to do away with. But but you also said something that made me think of language, and I want to get your thought on this. When I get an email from somebody, whether they want conflict or not, when they use words like since, like, since you didn't submit this to us on time, we weren't there, and I'm like, I'm a reach through the screen right now. Oh Yeah, I'm strangle you. Yeah, yeah, like it that. I paid you to do a job and now you're throwing as since you didn't at me right and we see that all all a lot. So what's your take on language? Does this kit can language were imput in particular specific words either skewed our emotional response. Not gonna lie your your characters trade. Right there, we're freaking me out a little bit. You did such a nice job. It's sort of having that moment where I thought he's really going to lose it, he's seriously going to he's seriously going to flip out on me. That's really good. This will be the first on that one. Well done, sir. Used to go nacting no like I agree with you right. So it goes back to what I said. Is Is. I don't care what the crisis is, I don't care what the industry, I don't care what the situation is about right to express, in every response, as an organization or as an individual, empathy and action. You have to acknowledge that somebody is feeling the way they are, even if the reason for there's to be feeling is not founded in fact. Yet to say, man, I'm really sorry you feel that way. I'm really sorry that that you're feeling that the experience wasn't a good one for you. We'd love to talk to you about how we can make that right and helpfully clarify some of the things that occur from that and let's see if we can come to a resolution. Whether that's an offline conversation or online conversation, the first thing people want to hear is that they've been hurt. The reason why animosity and anger occur is because somebody is fearful that they have been disenfranchised and fearing. Fear will always, if left on check turned to anger and thus, you know, sociologist probably tell me that there's a whole lot of other scientific fact on their fine I can tell you thirty years of experience, I've seen it every time. Fear left on check converts to anger, and anger will then manifest itself because it's so damn Eassy, via social media and text and onright reviews, because every buddy has the ability to vent and they...

...feel that's their only recourse. So if you don't respond and empathetic and then fall but actually away, how you're going to actually clarify something or fix something if you've done something wrong? Then it's just empty words. So both of those have to be present for that. And your response from a language standpoint, in an online review or social media post or in an email, you know, that comes in through the website of the dealership or wherever, needs to include those two items. And those are not skill set that there are natural, particularly for successful people for the reasons I stated earlier. So they have to be trained, you have to have you have to be able to understand when you see that and you know, when you see that type of animosity, how you'll respond to it. Yeah, makes perfect sense and it cracks me up that you thought I was going somewhere. I was just like no, but but you're right like that. That's the power of words. One word I think needs to be removed from everyone's vocabulary as it pertains to serving others, is the word unfortunately. The word unfortunately makes me want to I will buy a plane ticket to wherever you live to burn your house down if you give me an unfortunate so so I will not it. Not In a car dealership. Actually I don't. I'm the kind of guy, and probably sorry, sorry, car dealerships. I'm the person who buys and and buys their vehicle now and then runs it, you know, drives it to the wheels come off and but I am about I am a regular service guy. So hopefully that will hopefully that'll offset it. But I will. So I've never I know, I've always had good experiences with dealers when I'm used them. But I'll give you one in the airline industry and I still remember it and I refused to fly this airline to this day, sixteen years later. I won't, I won't give the name on that one there. But it starts with a night. It let's leave it it that and and I remember when I was going through a TSA checkpoint at an airport coming back from business and in the East Coast and I still have to go through the ticket counter. I was I was going to the ticket account and the tickcount was right way long and I'm like, I got thirty minutes and that TSA line. This is before they had like TSA prechecking off. That TSA line is at least forty minutes. What can you do right now to help me, because I don't think I'm going to make the plane? And I swear to you, the ticket agent looked at me and gave me a shrug of the shoulder and a men Huh. It's like, are you seriously? I have a problem. I'm telling you about it proactively so we can maybe find a resolution even for like look, I'm sorry, here's what I can do and put you on standby. Let's see if you can make it in here. Something to show me that I you care. And she could not have been any further away from caring, from showing empathy for my situation. At a cross country flight back to southern California. It's a Wednesday night. I got to work first thing Thursday morning. It's afternoon. I'm like, I don't...

...make this flight, I don't get it right, and I was like can you just at least tell me what was going on? Yet sort of the unfortunately, unfortunately, you're basically telegraphing, and then I can do suck it up, like Oh really, oh, okay, I'm the customer, I'm paying money. I think I at least should have some acknowledgement that I get where you're coming from. Let me see what I can and if the answers there's not a lot you can do, then at least show me some empathy. Yeah, you know, it's what blows my mind about this scenario in particular is the the margin gap here. So, for example, flying is not cheap for the consumer, it's it's a lot of money. The problem is, contrast that against two airline revenues. They're not making any money. Yeah, yeah, and so lots of money for us expect, you know, VIP level service because we're paying hundreds and hundred dollars for these plane tickets, thousands in some cases. Contrast that against the people making no money, like there's no motivator really for them to to say with us, US right at all. So the challenge here is, you know, there might be those listening saying at it's a big airline. What do they care if they lose your business? No, yeah, that no, they care because they need every last penny that they can get their hand on. Well, and even if they even if they didn't write, the issue becomes I now, this is fifteen years ago, right. So this is for social media, but I now that happens. Guess what I'm doing as I'm standing waiting in the forty minute TSA line, I'm on Instagram, I'm on Facebook, I'm on right whatever, and I'm going can't believe the sucky experience I just had at this ticket counter at this airport for this airline. You Suck, blah, blah, blah, blah, blah, right, and I am all over place. I'm tagging the organization's everybody else, all my friends are going, that's PS, blah, blah blah, and the next thing you know, they got a crisis. On the hand. That's that's where I get called in a lot of that time and you know, in retrospect to you, we talked about I felt disenfranchised by the employee well, there's a reason why they had employee felt the way they did, and I would submit to you they felt that way because they're probably disenfranchise. They didn't feel him power about it and they maybe that employee at some point in their career had tried to make things good and had felt like there weren't communicated effectively by their employer to help with that and they've sort of given up. Right. If they were always that way, then there's a hiring problem and the HR department should take note to that. But I think in some cases most people haven't get a job because they want to do a good job for that when they're interested in that one, they're there are people person. You don't get into that type of line of work without at least having some sort of right aquility to converse, and this person probably felt just disenfranchised in their job. I hate their job, is the only thing I can come up with. Well then, my question is, what did that organization do to communicate and empower that that person, particularly in previous sort of crises, matters men crisis like that,...

...and this is what I tell organizations, and it's in it's absolutely imperative for dealerships right, your first and most important audience any communications is your staff, because your staff is your frontline of conversations to people who are wanting to give you money. If they do not feel like they are empowered, that they are cared for, that they are informed, that they are kept in the know, they will translate that to the person that walked into the facility either to buy a new car or to do a test drive or in your service and your body shop mats. Right, they were the ones who will then determine how they will treat others. If they don't feel empowered, anything that you say in the public will be undercut by their attitude when somebody walks into the show Er. That's just the way it is. Yeah, it and, and this is a topic that's on the minds of many dealers, should be every organization, especially as we get deeper and deeper into this digital ecosystem and metaverse. And you know, consumer sentiments are changing a little bit or shifting how they research and buy. Right and and we're realizing that people always mattered, they're going to continue to always matter. How they choose to get to the point of transaction is going to look a lot different than we're what we're used to, but there's going to be so many human touch points and I love that you bring culture, work environment. I would submit to and I'd love your thoughts on this. You know, as we wind down, this is something that, to your point, I don't think employees, staff members are going to voice like this is something that you have to proactively as a leader. You have to proactively lean into this and assume likely that there's something they're not satisfied about in their current position and the work they do or, you know, just anything as it relates to performance. I would agree, I but I'd also think that's not specific to employee. I think most people don't care for one on one in person confrontation. It's uncomfortable for many people right unfortunately, that's where these little devices have sort of become that outlet that I talked about. They don't feel like I can tell somebody look in I'm not really happy with how this is working out and here's why. And what happens? Is it that they will go voice it in some sort of social media or online review platform? Employees are no different. That's why everybody's gets shocked. I shouldn't say everybody but a lot of organsation gets shocked about their glass door ratings, like, who are these people like that? Why am I getting two stars on glass door? Because they are concerned about actually having a conversation with their supervisor or anybody up the food chain for fear of losing their job, for fear of being, you know, basically marked for that when there or maybe, quite frankly, they just don't like the confrontation at all. These little devices that we all hold right now allow them to have an outlet to say things that we all say in the back of our mind, that Thou can be in the forefront of that, and that's the world in which we to. So you're right to get to the point.

Dealers and any other organizations need to proactively engage all audiences about how they're feeling for that and I see that in in all sports or forms, but particularly, I think, dealerships. You know. Hopefully they use it well as how is your recent experience? Give us an internal ranking in a one hundred and five, you know, and if if they enjoyed that, say hey, we'd love you at a writer review, but otherwise just thanks for the feedback, because what will happen is you'll get tipped off on things that they may not have told you because they didn't want the confrontation and your head an opportunity to make things right without ever having to have it blow up into the public domain. And employees are certainly somebody in audience that you should do that. I love it. How can those listening learn more about Your Business and and get in touch with you? I appreciate that. I've got a website, obviously public relations securitycom, public relations securitycom, but if you Google Day votes, crisis pr I'm up on Linkedin and I've got a twitter account and and instagram and but by all means, I hope people can reach out and just even if it's just you know, especially for dealers and and other people in the industry, if they just want to quick question answered. You got to my website. You Schedule Fifteen with minutes with me, free consultation. I love what I do. If I can be a sounding work for something takes US fifteen minutes to do so I'm only too happy to make that brilliant. I had a blast having you on. Thanks so much for joining me on the dealer playbook podcast and a treat. Thanks for Dach up. I'm Michael Cirillo 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.

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