The Dealer Playbook
The Dealer Playbook

Episode 4 · 7 years ago

Jarrod Glandt: Dominate Your Market With Team Training


“In order for training to work properly inside of the dealership, there need to be two things. Consistency and volume.” - Jarrod Glandt

Building a successful business (or business inside of a business) doesn’t happen overnight. It takes following a strategic recipe in order to get the desired end result.

Whether you’re just starting in the automotive industry, or consider yourself a veteran, a best practice in being successful is to always be learning and then apply the things that you learn. That’s why when it came to the topic of automotive training, we couldn’t think of anyone better to teach us than Jarrod Glandt. Jarrod is currently the Vice President of Sales at Cardone Training.

Jarrod has a pretty fascinating story about starting out in the car business. After much struggling and sacrifice, he decided that there was more to having a career than what he was experiencing at the time. By taking a risk, Jarrod took a job with Grant Cardone, barely making ends meet. During his early days with Grant Cardone, Jarrod learned how crucial a role effective training plays in achieving success and look at him now! He’s made it to the top and he’s confident you can too.

The specific topics that we cover in this episode address how to implement consistent training so that automotive sales professionals can be more and do more. These topics all require work, and that’s likely why many people give up on them and never reach their potential in the car business.

We want you to achieve more!

More Specifically, You’ll Hear About:

How to properly do training inside the dealership

How to hold your team accountable

Why turnover can be a good thing

Why most people won’t achieve their definition of success inside the car business

How to achieve your goals and dreams

How to increase your willingness to do whatever it takes

Click here subscribe to this episode on iTunes or Stitcher Radio.

Don’t forget to follow @JarrodGlandt and @GrantCardone on Twitter. Also, be sure to check out #YoungHustlers airing every Thursday at 1pm EST.

Your Turn…


Did this episode help you understand the importance of consistent training inside of the dealership? How do you currently handle training? Let us know in the comments below. We’d love to hear about what’s working well for you!

This is the dealer playbook episode,four an we about to bust it, yourown you're dialed into the dealer, playbookpodcast, where it's all about winning autodealer strategies that deliverproven results, and now your host Robert Weisman and Michael Serilla, hey everybody. What's going on MichaelSirillo here and Robert Weisman with the deal of playbook, what's going onRobert? What's up Michael, I am so excited. We have the one and only jaredglant, vice president sailes over at cardown enterprises, but I got to tellyou just before we get to him. Man There's so many exciting thingsgoing on at the dealership level. The the dealerplaybook podcast is really launching strong we've been covering someexcellent topics for those of you tuning into this episode. Before we getinto this, I've got a plug. You've got to go back. If you haven't subscribed,going subscribe to the dealer, playbook, listen to the previous episodes. We'vehad some industry heavy weights, the one and only Tracy Myers, the one, andonly Craig Lockard from automax recruiting who are spilling their guts.Who are revealing the secrets that dealers need must and adapt to in orderto be successful? Give me just a two second recap: Imissed the call give me a two second recap on Tracy before we get over tojared well, Tracy, just laid it out for you guys out there n we're talkingabout, goes back to our first episode and then it builds off the episode withCraig, where we're talking about the internal culture on what it takesinternally to build the the powerhouse dealership, that's going to wow yourclients and create the experience externally, but it all startsinternally. Nobody does it better than tracy myrs Tracy Myers creates the onethat t probably one of the the most elite buying experiences in the nation,but also his internal experience for his employees. If you see hem onfacebook, the videos of them partying together pies in the face and stufflike that, that's a love! He cares and knows about his team and he laid it outthere for you. It was, if you haven't, make sure you get back there and checkthat one out. It's the previous episode right before this one, but I'm superexcited to dive in with with Jg jered glant co host of one of my favoriteonline shows the young hustlers, which that's Thursday's one PM at Cardon,zonecom s, young hustlers, check that out and listen he's Goin to touch onsome of his speciality education, the importance of education in today'sdealership, the importance of the preparation of your people and just youknow how to get their mind right and really dive in and get ready to handlethese cl. These consumers piling into your dealership that you're spending googles of money on to get them there.Now, let's get them handled properly, I'm ready to die to this man. Let's dothis and you know just again for those listening in this is the nextinstallment in this series we're talking all about culture, creating theculture inside of your dealership. So, like Robert said, you can bust it. Youcan kick things up a notch and really achieve that next level of success. Sohere we go. Let's dive into this interview with jared gland, okay,everybody- and here we are- and we are again with my friend and vice presidentof sales for cardowne enterprises. Also, the Co host of one of my favoriteonline shows the young hustlers, where...

...he coes it with grand cardon and that'swhat jered Thursdays One p every Thursday right every Thursday one PMcardown Zonecom Cardonezoncom, you got it guys all right, so we're here withjered glant, again he's the vice president of cardon enterprises, who,if you don't know who grant card owner you don't know his products and you'rein this automotive industry. Then you really just don't know so. As I said inour past couple, episodes we've been leading up to this and about theimportance of things internally in your dealership, and education is just socrucial, but there's so much other. That has to go into the education tomake sure that your people are going to embrace it, because it's one thing tosit in front of videos all day long. It's one thing to read some books andand practice drilling rehearse, but it really needs to be embraced. So jarredI'mjus Goinna hop right into it, man because I'm sure grant's probablylurking around there somewhere man. If he sees you not, you know, banging soanOuta the Calno that'd be dope man. I love that all right, so look boom. So y. You guys have your in thousandsprobaly stores, you know nationwide, not just automotive, but so withinautomotive. With with the dealers. You know what I mean, because I was talkingto you. You know I mean Youve meed been friends since you were just you knowwhat I mean frontline guy. You know I mean like. I was just sitting therepounding the phones pound, the fhoats in your your experience is talking withthousands of different dealers. What is their take on education? What'sthe norm really out there, not that it should be or it's we're proud of it.But what is the norm? What is the processes and and and how high up onthe hierarchy is education in the the average USA, Canadian dealership? Well, I I don't think there's a norm, it's sofragmented. Every store does something differently and they all have differentreasons behind. If some stores have completely given up on training becausethey don't see a result from it and and the reason they don't see a result fromit is because they're not doing it the right way. So you know to say that youknow most stores are having sales meetings. You know at least once a week, but but really beyond that they don'tdig any deeper and and a sales meeting is een sales training. I mean thatthat's some. Some people have that that misconception in their head, that whenthey get up and talk for you know thirty minutes or forty forty minuteson a Saturday morning about the way the business used to be or about how muchopportunity that there is. You know that that's training and it's not Irethey're spectating they sit down, they watch, they listen, they shaketheir head at the end of the meeting. The manager asks o you understandeverything we covered and then the answer we always get is what yes sureyeah we got it we're good. Let's go Selno, let's go he let's go put someballoons up yeah, so there is no. There is no norm, I think, more than anythingelse, I hear hey yeah. We have a sales meeting at least once a week yeah andit's usually a Saturday and it's mixed with it's combined with you know whatdrove me nuts about that is Saturday mornings, all right which is supposedto be. You know, because it's how it's pounded into not only the consumer butin the auto dealerships that that's the busy day you know so they sit there andthey want to fire you up so to speak, and then they most of the time they'redragging you down with adman garbage and things like that, filling out theworksheets properly the the trade appraisals ETCA. So that's definitelynot the way that you want to fire the team up a and kick them out there like,and I mean do you do you think. Do you think? A lot of this, though, is aresult of you know. Perhaps the deler principal or whoever's in charge of th the salesteam. Just assuming that hey you know, we've got some people here that havehad past experience or have applied. You know for this position as a quote:UNQUOTE: Sales, rap or sales expert that it's like. Well, if that's thecase that I'm paying them for their...

...sales expertise, I shouldn't have totrain them. Do you think that's partly what's going on? Well, I don't know, but if it is it'scompletely, it's completely wrong. You know. The customer today is moreeducated than they've ever been in the history of automotive and they haveaccess to more information and more tools to come into the dealofship andhave leverage against against the store. So I think what the question you reallyneed to ask into dealishap level is: Are we doing more to train and prepareour people today than we were seven years ago? Because if the answers know,if you can't definitively say that today, you know in two thousand andfourteen in April, we are doing more to train and prepare people than we everhave you're playing from behind, because in the last seven years, we'veseen tru cars and Edmond and Kbbs, and all these other resources comeavailable to consumers where they can come in and they can get the leg up.They can get all the information they need. They no longer need to come tothe dealership to find out what their payments are going to be orwhat interest rat they qualify for or how much their trades worth. They don'tneed the dealer for that. So you know this. This idea that that wedon't have to do anymore to prepare our people. It couldn't be further from thetruth. You need to be doing more now today than ever before, because whenyou can't use information to control the process and the consumer can cometo the store with everything they ee to make it tha a decision. The only chanceyou have of making money is to give them an unbelievable experience. Is isis to provide them with something great when they walk into the dealership.They feel the energy when they gre er, greeted by a salesperson they see ofbeing in attitude. That's what people pay for it's like when you go to arestaurant right. I did this this interview for ednund about a month ago,month and a half ago, and they were going back and forth about comdissionsales people and I'm like, of course, commission tals people t are a greatthing. When I go to a restaurant, I have an unbelievable experience. I canspend more money when I have a bad experience. Maybe I don't tip them lessthan twenty percent, but I definitely don't feel good about tipping themtwenty percent, because I don't feel like they've learned it. So I thinkthat, because the customer is evolving and and becoming moreintelligent, more informed, I think that the the dealer no longer had theoption on whether or not they can train and prepare their people, and it reallyties back into you know what you were talking aboutbefore maybe n whene of your previous conversations about culture that has tobe in the culture of the dealership, I mean you know, most stores are going tobe spending between. You know twenty five and I mean you know, shoot almostand sometimes upwards of a hundred. Fifty two hundred ousanddollar a monthto drive traffic. I mean that's some big poin exactly and then they expectdthey expect their people to practice on customers, and that is the mostexessive way to finger peep. That's at that drives to me nuts. I was justhaving this conversation with somebody yesterday, and I've said this before:How dealerships just have the mentality of you know? A body of breathing pulseand a body is better than having nobody there, but I believe that if you sendout a bad, untrained unprepared, unprofessional salesperson to wait onthis consumer, this person that pulled on to the black top that cost you xamount of dollars for them to just pol on because it did ecress it. Okay,that's the average whatever exactly and they go out, they don't hand hemproperly. They blow them out all right. Well, if you send nobody out there,there is a small possibility that that person might walk in for help. You knowI would take the chances of them walk. I would rather gamble on them, walkingin then sending an unprepared, untrained unprofessional. You knowwarehouse worker and nothing against whereouse workers, but that's where youknow they came from that to try to say: Hey, I'm going to sell cars, but thenthey're not taking you know what I mean:...

They're, not educated,teutootitransaction, wasn't so complicated and there weren't so manymoving pieces. Consumers would find a way around and look at Tesla. We do thethey figured out. Hey look. We know how consumers want to buy we're going toget. You know we're going to give them a way to do the godpoint trew car. Youknow everybody has these. You know these, these all the hate towards truecar. Look. They figured out what was important to the consumer was, whichwas transparency. The reality is t t I they were transparent with theircustomers. In the first place we wouldn't be having the people wouldn'thave an issue with true car yeah, very good. We good, no man kill it. Oi was an so so you know it's it's just things are changing and youknow you want to Groin Gramma's talking about information base selling, and youknow the depeearly mids and people were kicking thim out of dealerships. He sawwhere it was going and- and I think that now because of his progressive,you know viewpoint back then on on the way transaction should be handled. Youknow it's position, that's at leas in our company in a good spot, because nowyou know with our initiatives with Chrysler and Nissan a infinity as well as Kawasaki in the Power SportsBusiness. I mean now theyre at the OEM level, they're like okay, we knowwhat's important to the consumer now you know because the consumer controlsmore now than they ever had. So at some point you have to kind of shift, focusand and say hey: what can we do to capitalize hat? We can't we can't. Wecan't influence the fact now. We have no control over how much informationthey can. They can get as much as they want so now, how can we make money? Howcan we capitalize on the situation now today, with this informed customer? Theanswer is: Give Hem an unbelievable experience, give them somethingdifferent than they're going to get it your dealership, something that theycan't get at the on store down the road, something that they can get any of theother fifteen dealerships within eight miles of your store that sell the exactsame product, okay, so so so, as so to a dealer, if you're going to talk toany- let's say you know, regardless of what that dealership internally hasgoing on right now to provide that kind of experience in the training. What aresome steps? Key steps that that dealerships today can take on educatingtrain other people because somesome, just I really don't think know how totrain, because as much as videos videos like to me- because I wanted it, youknow. So I can watch a video and I can take from it and I can I can gain fromthat. It has value, but to some people it's not going to be th they're notgoing to take the same from doing something like that. WHATI look forfortraining to be successful. You've got to have two things: You've got tohave CONSISTENC and you've got to have frequency or or volume you got to bedoing it on a regular basis and then, when you're doing it, you have to doenough of it. If I go to the gym once a month, I'm going to get limited results.If I increase it to once a week may be a little bit better results go everyday. BOOMI got consistency in frequency aline. Now, if I'm only going to thegym for three or four minutes every day, I'm not going to get it. The sameresults as I would if I was going into the gym every day for an hour, so it'sjust finding that point and yeah it's work, I mean look. I know dealers it'llpit would rather spend ten grand to drive traffic on an ad that they mightsell. You know they'll get eighteen deals off of an ad for ten grand. I'vegot a program for fifteen hundred bucks. They've got twenty five sales peopleit'l'T it'll, get an each an extra deal or to every month, and they'd ratherspend the ten grand. You know why, because it's lest work trading, yourpeople isn't easy. Having a culture in your business installed, where there 'sconstant awareness about deals, not just showing up and doing a job wereconstantly aware of. What's happening, having the right attitude a it's allwork, you know, managers doing meetings every single day, not just getting uptalking about longing people in the trm...

...and who's got hot yields, but actuallygiving people something they can sink their teeth. Anto roll playing on adaily basis. You've got to do it. Is it a pain in the ass? Yes, are your peoplegoing to fight you? Probably it's the guy. That's been selling cars fortwenty years going to resist. Yes, what you got to do with you: Don't have thechoice anymore, Gotcha, Gatcho, Michael Hat en he andyou know what that that that completely answers. The question I was going toask. I mean we're talking about how today's automotive consumer is so muchmore savvy, so much more educated than they've ever been. I was going to askyou, you know, because that's the case and what we find even in the website ofthings, is that excuse me, you know that that dealersare really trying to catch up to deliver the experience that that theconsumers are already accustomed to through other channels. Whether it'syou know sites like true car or whatever other sites are out there, butI mean you know I was going to ask. What do you think the biggesthesitation is. I think you answered it. It's work, it takes SOM, yeah, there'ssomething required and there were Muson Ivin Mi. They enquire, I think, they'revery afraid of the resistance to of their people they're. So scared to losepeople, but obviously, if there's people, I always thought training as areward. You know any time I edit dealer was going to invest in in somethinglike that for me, like even sending me to ride and drives, and things likethat like that was a reward to me, because that was the further my youknow: Skills in my knowledge so and that's the problem to the the consumertoday, stepping on the black top con pick it up the phone or email, an inthey're, more prepared and they're more. You know dialed in than probably themajority of the the salespeople today, which is a huge problem. What are the?What are the key things to prepare your people? So what you say about preparingcreate that experience that goes outside of you know being prepared forevery objection possible, and you know what Yi mean all of that other thepowerhouse closes, and you know what I mean getting them through the you knowgetting them to the appreisal and the steps of the sale and all that itreally isn't complicated. A sales process is a recipe you don't have tohave a huge personality, like my man, Robert Weisman, or you don't have to besix and a half feet tall. It doesn't matter if you're, white or black. Ifyou take a process, you put the right ingredient in at the right time. YouCook it forthe the way that you're supposed to the food comes out taste inthe same way. So people have all these misconceptions about the sales processthat you got to be exry R E in order to be successful with it, but it's itcouldnt be further from the truth. If you do ABC andd you're going to get thedeal you're going to have a better shot in getting the deal at least so you know what you have to understand isthat the sales process is a repeating, predictable process. We know in atransaction when problems are going to come up. We know that the customers that we'redealing with today are going to have the same problems as the customers weface yesterday. The difference is: How prepared are we going to be for it? Titall comes down to preparation, say you know: Success Rewards preparation, themore prepared your people are, the more successful hey, they're going tothey're going to be, and we know hey, look just look in not buying today needto think of Tbout and got to talk to the husband or why Caman? These are allproblems we heare in every deal. Don't want to drive the car drove it down thestreet, we're not buying anything today. I don't need to come in and see howmuch things going to cost. I mean these are problems that repeat on a regularbasis, I'm in Miami Florida. Okay, when they tell me a hurricanes coming, weget the hell out of town. We don't sit here and get pounded by it. We canpredict the path of the storm. We can predict the damage because, based onthe size of the storm, dude we're going to get out of town. So it's like a major league baseballplayer. All right tomorrow, night you's... a gamg he's paid space in a picture.The picture throws ninety mile hour fastballs all night. That's what theinside information you got wit expect a ninety Millan Hour, bastball guaranteeyou that guy is going to go into the bad in cages, the night before the gameand take some swing tat, a ninety Millan Hour, fastball dude to gettingpaid seven million dollars a year, it's kind of important that he does its job.Well, yeah, it's a difference between professional and amateur yeah dude, I mean, if you, if youpractice and you prepare and train like a professional you'll, get paid likeone. Your practice, you train you prepare like an amateur you're, goingto get paid like one the decisions up to you every day which one you going tobe, and you know the thing I love aboutthis is, I think that you know talking about the difference betweenprofessionals and amateurs. Is that the professionals actually execute onsomething. You know we hear that phrase. A lot knowledge is power, and Iactually don't fully agree with that. I believe that knowledge is power onceyou know what to do with it or know how to execute on it and you know. So what would you say to the dealers who believe that knowledgeis power and then that's good enough for them? How do you encourage peopleto execute on the things that they learn? Well, I don't think you axl. I don'tthink you encourage people to execute the things that they learn. I think youdemandit boming. You demand it every single day,I'M GOING TO DEMAND DOD LOOK! This is my business all right, I'm going tospend you know you know I'm going to spend fifty grand this month drivingtraffic to you. THAT'S A big number! Six hundred tousand dollars a year, I'mgoing to spend o create opportunities for you and my business without flowthat big I'm going to demand that you're prepared to handle them. Okay,part of what I'm going to demand. Is it every single morning we're going to getyou in the badding, cakes and you're going to take a couple swings at apitch you're, going to jump on the treadmill. Do a few minutes to warm upyou're going to partner up with each other and you're going to roll play theproblems that I know with one hundred percent certainty you're going to facetoday. It's not complicated is it in my office here every morning we roll playfor thirty minutes. I have a sales meeting, ro hosand Hine Hndre, an fiveonine twenty with my entire staff. We break from that meeting. My salestaft breaks off. We grab a cup of coffee, shoot off e few emails fromnine thirty to ten o'clock every single morning. We roll play if I'm runningbehind, because I'm meeting with grants or the Clo or whoever. When I walk intothe sales office everybody's in a circle role plane, I don't have to tellthem to do it because we've created a culture in an environment where it'sexpected. I I don't want people working for me that want to make fifty grand ayear that I don't have time for that, I'm looking for people that want tomake half a million dollars here. I want to look for a guy that wants tohave three million dollar working in real estate. Those are the people thatI want and and and when they, when we have people that top into this, we findout real quick if they're going to cut it or not. So what's your accountability? What'sthe accountability mechanism in there I mean you know, yothe proof of abilitiesresults. The proof of ability to do a job is inthe result. Rencountability, as how many deals areyou putting up? Are you are you? Are You doing the work? The right way areyou preparing with us the right way? Are you engaging with us the right way?If it, you know it goes back to grant aqbe attitude approaction if somethingain't Hittang right? What's out, you got the right attitude. You got theright approach, then you're not taking enough action one and that's the recipe. Basicallyright there and Itea, I mean it's so simple and people think its complicated,but I hate reading books. I absolutely hate. Reading books listen to thebeginning. At the beginning of the year I bought fifty two books on Amazon. Iput a Booklitt together, I'm going to commit to read fifty two books a book aweek and I hate reading books. Why? BecauseDude I want, I want to be successful. I want to get the most I possibly can outof this life. You know and that King to require me todo things. I don't want to do and...

...that's going to require. You know a commitment on the weekendsto Readin books instead of sitting at the beach or sitting home and Nireading a book instead of watching TV. So you know, I think that you know not everybody's wired, likethat, not everybody will voluntarily do the things they don't want to do to getthe things they want, but it's a leader, it's your job to help people make thatecision and then it's your job to decide as a leader. If you want thatperson in your organization or not so when we talk about turnover being agood name like turnovers, a good thing under the right circumstances, becauseyou got to go through a lot of people to find great ones, and so when theheelers, like hey yeah, we've got a bunch of turnover. Well! Is it becauseyou're not training and preparing your people, or is it because you're socommitted to greatness that you're not going to settle for somebody coming inwith average attitude, average levels o performance? What's the reason behind the TURNUP,because a lot of reasons a lot of times turnover isn't because the culture isone of greatness? It's because the culture is one to we're, going to throwhim to the wolvs and Tesus survived right. So you gave us a quick, a quick tasteof kind of like the schedule and the training schedule that goes on withinyour guys's organization, so either at either, like curriculum that you helpedinstall in in dealers or just dealers. That you know are some of your topclients that that that are doing well with with your products or whateverproducts. What kind of schedule do you see is a good like curriculum trainingschedule, or you know what mean how they incorporated yeah. Well, I meanyou know, look we've got we've got. We've got a lot of different ways thatwe help dealers. You know the cardown group up in Orlando. They do themajority of the indiealarship process, installation they do an unbelievablejob, will probably do five or six thousand days of indiealership trainingmore than any other company in the country through that office, and thenin this office we handle the online cart anon man product the books, thespeaking all that stuff. What I've seen to be most successful is a combinationof both. You know. Look at the end of the day boots on the grounds, a goodthing. Having somebody in front F, you a good thing, but then, when thatperson's gone, you need to have somebody there to supplement support it.So, in an ideal training situation, what we're going to do is we're goingto send somebody to the store for four days to do what we call a retailprocess. AFSESTMENT wher they're, going to go in and figure out what'shappening in the store right now the process going through the dealershipand then we're going to work our process around what the dealershipcurrently has existing in place. Gat from there every sixty days, we'regoing to have boots on the ground for two days, for we come in and we'reworking on a specific skill that were installing in between those visits weput together an outline of an outline curriculum of our online product sothat every single day, theyr support so we're using it for sales meetings,we're using it with fo role, play we're using it to correct insolve problemsthroughout the day, which is one of the biggest opportunities to gets missed,is hey what happens when we lose the deal you're going to lose more forMisson a deal than you wol from getting one figure out. What went wrong whenTom Brady throws an interception? He goes to the sidelines. He looks atinstant replay. He watches the infantes on the troudon and stuff, with the guysostairs yeah did I throw a bad pass ID the receiver run the wrong route. Whathappened? Okay, he's not going to relearn how to throw football he's beendoing it his whole. Damn life analyzed the mistake like in you don even a lotin real time and here's the thing about correction that people that people failcu to really dig down deep enough to get do. When I mentioned opportunity, Igot a lot of attention on it and you know working with sales. People dotheir attentions all over the place. You know it's, you know you got him forfor a short window of time and then they're off somewhere else. So what'simportant about correction is that's...

...when you have full attention on aproblem, are either you to thinking about a fire extinguisher right now now I am yeah now I amou are now right,but you weren't thinking of it before, because there wasn't a fire in Fruni.If there's a fire burden in your office- and I ask you that same question- Theanswer is going to be different, because now you have attention on aspecific problem. So when we're working with the dealership and I'm saying look,you need to correct your people, because at four thirty in the afternoon,when you miss a deal because the customer was upside down, I had nomoney down in the band gave you cutback approval. How do you handle that problem? Welluntil that problem comes up your sales personis not going to be ready to hearanything about it? That's why consistency and frequency is soimportant because you have a small opportunity where maybe you're notgoing to get him every morning in that meeting, but one day you do for at four thirty in the afternoonwhen you miss that deal now, you've got the sales person's attention, so when Igive them a segment of content or training based on solving that specificproblem, now I've got a higher likelihood that they're going to retainthe information because they got full focus ind attention on a specificproblem. I likethaso you know, and then you gotto give people at the information they really want. I mean people, don't wantpeople, don't like training, I mean hell, I'm in the TRAINN diesn't soundlike it, but I know that I got to do the things Idon't want to do to get the things I want to have. So when you talk about ina dealership, you know, like we've, got a piece of our program called quicksixand the reason I know you don't want me to get all pitchy, but this isimportant because it I is big, then it digs into what cu, what your salespeople truly want and they don't want training. If I go sit in a dealershipin a sales office for three hours, not one time whill, I hear Hay boss, weneed more training. What I will here is we need to put moremoney in the trade they don't have. The money down custom needs to think aboutit. He got to go talk, that's we need to think about. I he got to go talk tohis wife. You know Blah Blah Blah Blah Bla Blah Blah all these problems in wehear on a dairy basis. So look. What are your sales people interested inthey're telling you every single day when they come into your sales ofic andask you questions, that's what they're interested in. So we built a piece ofour program designed specifically to handle that problem. Yeah. I like thatthat Yep you go in and th that for every single ounit mean type of issueor encounter in there. You Yep you just click on it and then it'll bring up abunch of different ones. Underneath it then you click that and it's what it'susually Max like a minute long, video one and a half fifteen sendit givesthem exactly what they want. You go in. If I pulled a fifteenusand sales,people together and I said Hey, would you rather watch a twelve second videoor a ten minute, video they're, all going to say twelve second see so sotime so the so it's definitely just a Thaitit's Bs on the we don't have thetime. The train is just completely ludicrous correct. I've never met aperson in my life that doesn't have twelve peconds yeah, exactly and andlike, and the genius thing about that is, you know nobody wants to. You know.Like you said, sales people are Giveng, their managers topic suggestions,things they want to learn about, but it's in a somewhat more indirect myjobs, not on the line kind of a way. So the genius thing about that is, youknow, hey pop in twelve seconds, you get to learn about something. That's oftrue interest, T you. So your reception levels are going to be massive. Youknow through the ran, and then you go byin from a different level exactly youknow and that's Tru. You know and when a dealer start talking about buyingit's one of those things, Ta kind of start to making my stomach turn becauseit's like it. I is a leader. You need the dirk. You need to lay the path thatyour people follow. You know he sais. Well, let me ask my managers if y thisis something they'll use, what would happens if they say no? Well, I'm goingto do it. anyways? Okay, great so now, you've offered them a solution. Okay,they've said no and now you're going to...

...make thim. Do it anyway or you just come to them and you say:Hey Look. I decided to sign up for this training program for the dealership.It's really going to help us out is going to help git our goals and guesswhat whill we do well you're going to make more money. Okay, now who give Hashit t I mean sorry who cares if they, if they, if they, if they don't like itor not, you've already made the decision. So you know when you reallystart digging into leadership, yeah sure nobody wants to invest in aprogram that nobody's going to use okay, but is a leader it's your job to makethe decision for the group not not what's best for your, not not by youknow, hey what's best for my sales, people are what's best for my managers.Do Things get ugly and, and the manufacturer starts coming, intoind,hey we're going to shut this place down. Are they going to come to your salespeople? Your managers? Are you for it wes, ultimately on the line? That's theone who's got to make the decision Ye, no doubt so. Okay and then we're goingto go and to wrap this up, but so, like myself and how we met is I wasn'tgetting the fix that I needed from my dealership when I was there on thefront line and I wanted more and I was willing to invest in myself and chaseafter that. So to the you know, werse, mostly speakingfrom a deal or standpoint, two dealers, but a lot of sales people you know tuneinto this so to the salesperson themselves that they're not getting itthe bying from the gentlemanager selfes marater. What have you? What do yourecommend to them to you know? Do they do they work hard and Work Tho poundthe team there in management to really invest into the train products, or doyou recommend just go and rogue, and you know defending for yourself and doing whato.Look, I mean shame on you if anybody ever Hav to force you to better prepareyourself or better equip yourself to become successful. So I think the veryfirst step is: You need to sit down and figure out what you really want in life,how s to Hap? How many deals do you need to do every month? What type ofmoney you want to make? We talk about writing goals down every day. We don'tdo it because it just sounds like a great idea. We do it because it's goingto keep you focused on. What's going to get you excited and motivated, becauseguess what there's going to be days when you wake up that you don't want togo into work sut when you start writing down, I make a hundred thousanddollarsa month, I flyn private. I have five million dollars working in multifamilyreal estate Yols, but I bot up bat. You start going down and you start writingyour target at you're like man. What would it be like if I was making ahundred granda month that stuff out t? That's that's real to their guys. I'veI' picked that up from grant a long time ago, and still to this day now,I'm not gonna lie. You Miss. I missit that a morning here, sometimes anevening there, but I still keep the notepads beside the bed and it's thefirst thing to do and it's it's the whole thing like you said out of sightout of mind. You know and speak about them in a present tense that that's howyou know mean that they are and they change daily. You know what I mean yourwants and stuff change daily, but that's a great from anybody. I don'tcare where you're at in life. That's a that's a super super tip that willfocus an it. Keeps you more aware of. What's important to you. Look if Iwrite down, I need to make a hundred ka every month. If I write that down everymorning and every evening at some point, my actions are going to have to adjusto hit that parten, what I'm Donng, who I'm calling? What everything has toadjust it. Some point for me to continue writing that target down. Sothe first thing that you do need to do is you need to write your goals downevery day and really figure out? What's important to you, the second thing youneed to do is you need to become the expert. I remember I was in Texas atthe time Robert ND I was talking. I was with my parents and, and we had thisconversation about dude, you got to be the expert. You got to be the person inthe field that everybody looks to as te go to person and and that's going torequire that you consume a lot of information. Okay, it twenty six yearsold, when I moved to La to go work for...

...grant AAs, making twenty five hundredbucks a month. Okay, in La that's no money, I mean it's literally, nothing,I'm sleeping on an air mattress and every night I fall asleep. Literallythe first six months I was there folletly looking up at the top silkcorn seiling. You know, you know I just just figuring out like how do I breakout of this and about three months in working for grant amwas quit O. I don'talways tell people that, but I almost quit because it was hard, it was reallyhard, cold, Colin dealers. I didn't know anything about training. I mean I'worked in dealerships before I grew up in the business like you know, I knewhow a deaership operated, but I didn't know anything about t etraining, business, and so what I did is, I said, look if you're going to godown, go down swinging, that's Itand, so I turned into a complete super freak.I mean every night. Every weekend I was so Crett Dude. I would fall asleep atnight with ipod playing grand audio program in my ear, so I came upthat's.I do completely completely upsessed, okay and all my friends ere, like dude,you're, crazy you're, doing too much. You know you're pushing too hard you'retoo into this thing, and I just kept pushing and I kept pushing and then Istarted seeing a result and then I kept doing it and kept doing it and keptpushing and ket pushing and the results got bigger, bigger, Nou, a littlebigger and bigger, and three and a half years later, I'm, as Vice PresidentShit Awso an so keep that before why Whil we wind down we're rolling out. Soyou said number one: Let's leave them with some action number one goals writthem down day in the morning and the night to become branded. As that theexpert celebrity expert go to guy. Nobody knows more than you, nobody, youdon't want nobody o work with anybody else, but you what number three threeand three get obsessed with learning everything you can possibly know aboutyour business. You got tit, you got to develop an obsession for it where yougo home at night, you're uplate, because you're researching but you'reexcited to do it because look once you start getting a result that will feedyou. You know in the beginning: it's tough in the beginning. It's reallytough. You know, you know when I started working here, I'm making ahundred and fifty phone calls every day getting just my teeth kicked in bydealers all over the country and- and I had a lot of questions. Where do I gofrom this, but then I got obsessed and then I started seeing results and thenthat's when I really started getting motivated, because the successes keptstacking on top of each other, but it doesn't ever go in a different olderpeople always like to see results before they commit it. Never goes thatway you got ta commit, you got to go all and you got to burn the shipsbefore you're going to see anything substantial, come back your way sowrite your goal down every day become the expert and get obsess. Those are.Those are three things that is an individual salesperson. You got to do and I'm going to throw in step zero,which is willingness. I mean everything you talked about. I mean becoming acrazy fanatic. I mean even the fact that you wanted to start writing yourgoals down to see what would happen was all triggered by your willingness tolearn and to take action, and- and I think that's truly- the genius part ofthis whole thing is that the dealers out there who are willing to do what ittakes. You know like the Hashtag, whatever it takes, man, those are thedealers that are really going to make things happen, they're the ones thatare going to commit, write the goals down, they'rethe ones that are going to become the expert. They are the ones who executelike crazy fanatics. Yeap love it. My Bet, my best clients are the onesWherei talk to the GMS on a regular basis. Yeah! That's why Bein we don't talkanymore, because I'm just the independent guy that used to talk. Iget jaredstime all the time. Man Talk All Day, man, I bounce my ideas offthem and now look out of MES. He's got...

...bigger frish to FRY. My little CD sets and book deals. Just don't feelit anymore. Man, Iobert, Whyou, Whye, you doing all thetalking. If youdoing Theneroh grant stop that man, I'm Jus I've beensitting back the whole time. Man Come Om man, you couldn't you couldn't holdyourself back anymore. That's you know me, man, Hey grant! So did you why? Whyare you pulling our leg with thirty five million dollar house man Bo w Yo Thatyou bought that house? You by a House I did Byo, did you the one you postedon facebook right last night, Bani interviews, not aboutme it's about jared right! Well, you jumped on man, so I thought I'd. AskYou a question. I wantto jump, Oui love! You Rober, W GRANT TOU! So much man,you, Robert Wiman or the American dream, come true. You are the perfect exampleof a great encrepreneur. Well, thanks gram go get her jeezthatsthere's thelast year. Thank you, Apisition I'll, send you a this. Is Michael Serillo, FO,Presidentie, anothe, big hot? What's going Onn Playet, you DOINGI got wood and skippy on thephone Lovi. He Hey thanks for letting USborrow jarred for a little bit man. I appreciate that man, I'm Suris Hotyou,hiding in the bathroom or something I'm Afinou to bill man. Send me the bill.Send me the bill. I knew there's probably a bill for that niceendorsement. You just did for me. There man go ahead, send it in the mail okay.Well, I just wanted to jump on the phone. I just I just think I literallytook the CAL. Let me get part of T. I want to be part of the intere. Well,listen! You Gott be Greatai Tbro man that was awesome, jarred full ofinformation, I'm just going to throw people out there and tell them. Youknow how they can get a hold o Jerd. I would strongly encourage you followthem at jared, glant on twitter, again, JER glant, VP of sales for Cardoneenterprises. That was some crazy information. You know what some some actionableinsights for dealers that want to really kick things up and Ach throughtraining. We encourage you check them out. Also every Thursday one pm new episodesof young hustlers check it out, tripledwt Cardone, zonecom and thatmake sure to follow, grant it up grant and jared at Jery Glan at Grand Cardonon twitter, the Yh thes in that all over the place. So I figure I'd, throwhim that and make sure you you know subscribe to us on Itunes, please! Youknow if you leave a comment and review us on there. That would be muchappreciated. That helps us out that lets us know. You know that that you'rethere and that you're liking what you hear the dealer playbookcom. You cancheck out all the episodes there and you know just try to soak in thatinformation. Man Jareds, like me, he's fool of it and he goes a hundred milesan hour. Was a nice surprise having a GC jump on there at the end there you go. Let's roll this thing outguy. Thank you so much for listening in we'll talk to you next time later,.

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