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 fourand we about to bust it. We go. Feel me, playbook episodedown. Here we go. You're dialed into the dealer playbook podcast, whereit's all about winning auto dealer strategies that deliver proven results. And now yourhost's Robert Weissman and Michael Cirillo. Hey, everybody, what's going on? MichaelCirillo here and Robert Wiseman with the dealer playbook. What's going on,Robert? What's up? Michael? I am so excited. We have theone and only jared glent, vice president of sales over at card I ownenterprises. But I got to tell you just before we get to him,man, there's so many exciting things going on at the dealership level. Thethe dealer playbook podcast is really launching strong. We've been covering some excellent topics.For those of you tuning into this episode, before we get into this, I've got a plug. You've got to go back. If you haven'tsubscribed, go and subscribe to the dealer playbook. Listen to the previous episodes. We've had some industry heavy weights, the one and only Tracy Myers,the one and only Craig Locker from mottom mats recruiting, who are spilling theirguts, who are revealing the secrets that dealers need, must and adapt toin order to be successful. Give me just a two second recap. Imissed the call. Give me a two second recap on Tracy before we getover to jared. True. Well, Tracy just laid it out for youguys out there. I'm we're talking about goes back to our first episode andthen it builds off the episode with Craig where we're talking about the internal culture, on what it takes internally to build the powerhouse dealership that's going to wowyour clients and create the experience externally, but it all starts internally. Nobodydoes it better than Tracy Myers. Tracy Myers creates the one that the probablyone of the the most elite buying experiences in the nation, but also hisinternal experience for his employees. If you see him on facebook, the videosof them party and together, pies in the face and stuff like that,that's a love. He cares and knows about his team and he laid itout there for you. It was. If you haven't, make sure youget back there and check that one out. It's the previous episode right before thisone, but I'm super excited to dive in with with Jg, jaredglant, cohost of one of my favorite online shows, the young hustlers,which that's Thursday's one PM at Cardon Zonecomas young hustlers. Check that out andlisten. He's got to touch on some of his specialty education, the importanceof education in today's dealership, the importance of the preparation of your people andjust, you know, how to get their mind right and really dive inand get ready to handle these clot the these consumers piling into your dealership thatyou're spending Google's of money on to get them there. Now let's get themhandled properly. I'm ready to dive through this man. Let's do this and, you know, just again for those listening in, this is the nextinstallment in this series. We're talking all about culture, creating the culture insideof your dealership. So, like Robert said, you can bust it,you can kick things up a notch and really achieve that next level of success. So here we go. Let's dive into this interview with jared gland okay, everybody, and here we are, and we are again with my friendand vice president of sales for cardown enterprises, also the cohost of one of myfavorite online shows, the young hustlers,...

...where he cost it with grant cardown. And that's what, jared, Thursday's one PA, every Thursday,right, every Thursday, one PM, cardown Zonecom, cardown zonecom. Yougot it, guys. All right. So we're here with jared glant again. He's the vice president of cardown enterprises, who, if you don'tknow who grant card own or you don't know his products and you're in thisautomotive industry, then you really just don't know. So, as I saidin our past couple episodes, we've been leading up to this and about theimportance of things internally in your dealership and education is just so crucial. Butthere's so much other than has to go into the education to make sure thatyour people are going to embrace it, because it's one thing to sit infront of videos all day long, it's one thing to read some books andand practice drilling Orhearse, but it really needs to be embraced. So,jared, I'm going to hop right into it man, because I'm sure grantsprobably lurking around there somewhere. Man, if he sees you not, youknow, banging something out date, that'd be dope, man, love thatall right. So look, boom, so your you guys have you're inthousands probably stores, you know, nationwide, not just automotive, but so withinautomotive, with with the dealers. You know what I mean because Iwas talking to you. You know I mean you med been friends since youwere just you know what I mean, frontline guy. You know I meanlike I was just sitting there, pound of the phone's, pound of photes. In your your experiences, talking with thousands of different dealers, what istheir take on education? What's the norm really out there? Not that itshould be or it's we're proud of it, but what is the norm? Whatis the processes and and and how high up on the hierarchy is educationin the the average USA Canadian dealership? Well, I don't think there's anorm. It's so fragmented. Every store does something differently and they all havedifferent reasons behind it. Some stores have completely given up on training because theydon't see a result from it, and the reason they don't see a resultfrom it is because they're not doing it the right way. So, youknow, to say that, you know, most stores are having sales meetings,you know, at least once a week, but but really beyond that, they don't dig any deeper. And a sales meeting is in sales training. I mean that that's some some people have that that misconception in their headthat when they get up and talk for, you know, thirty minutes or fortyminutes on a Saturday morning about the way the business used to be orabout how much opportunity that there is, you know that that's training and it'snot. They're they're spectating. They sit down, they watch, they listenand shake their head. At the end of the meeting the manager asks,do you understand everything we covered, and then the answer we always get iswhat? Yes, sure, yeah, we got it, we're good.Let's go sell some let's go Aheah, let's go put some balloons up.Yeah, I so. There is no there is no norm. I thinkmore than anything else, I hear hey, yeah, we have a sales meetingat least once a week. Yeah, and it's usually a Saturday and it'smixed with it's combined with a you know what drove me nuts about thatis Saturday mornings, all right, which is supposed to be, you know, because it's how it's pounded into not only the consumer but in the autodealerships, that that's the busy day. You know. So they sit thereand they want to fire you up, so to speak, and then theymost of the time they're dragging you down with admin garbage and things like that, filling out the worksheets properly, the trade appraisals, etc. So that'sdefinitely not the way that you want to fire the team up and kick themout there. Michael, and I mean do you do you think? Doyou think a lot of this, though, is a result of, you know, perhaps the dealer principle or whoever's in charge of the the sales teamjust assuming that, hey, you know, we've got some people here that havehad past experience or have applied, you know, for this position asa quote unquote, sales wrap or sales expert, that it's like well,if that's the case, that I'm paying...

...them for their sales expertise, Ishouldn't have to train them. Do you think that's partly what's going on?Well, I don't know, but if it is, it's completely it's completelywrong. You know, the customer today is more educated than they've ever beenin the history of automotive and they have access to more information in more toolsto come into the dealership and have leverage against against the store. So Ithink what the question you really need to ask in a dealership level is,are we doing more to train and prepare our people today than we were sevenyears ago? Because if the answers no, if you can't definitively say that today, you know in two thousand and fourteen, in April, we aredoing more to train and pair of people than we ever have. Your planfrom behind, because in the last seven years we've seen true cars and Edmund'sand KVD's and all these other resources come available to consumers where they can comein and they can get the leg up, they can get all the information theyneed. They no longer need to come to the dealership to find outwhat their payments at going to be or what interest rate they qualify for orhow much their trades worth. They don't need the dealer for that. Soyou know this this idea that that we don't have to do any more toprepare our people. It couldn't be further from the truth. You need tobe doing more now today than ever before, because when you can't use information tocontrol the process and the consumer can come to the store with everything theyto make it the decision, the only chance you have of making money isto give them an unbelievable experience. is to it to is to provide themwith something great. When they walk into the dealership, they feel the energywhen they grew or greeted by a salesperson. They see a beaming attitude. That'swhat people pay for. It's like when you go to a restaurant,right. I did this, this interview for Edmunds about a month ago,month and a half ago, and they were going back and forth about commissionsales people and I'm like, of course commission feels people are a great thing. When I go to a restaurant I have an unbelievable experience, I keepthem more money when I have a bad experience. Maybe I don't tip themless than twenty percent, but I definitely don't feel good about up tipping themtwenty percent because I don't feel like they've earned it. So I think thatbecause the customer is is evolving and and becoming more intelligent more informed. Ithink that the the dealer, no longer has the option on whether or notthey can train and prepare their people. And it really ties back into,you know, what you were talking about before, maybe one of your previousconversations about culture. That has to be in the culture of the dealership.I mean, you know, most stores are going to be spending between,you know, twenty five and I mean you know, shoot almost and sometimesupwards of a hundred fifty, two, hundred thousand dollars a month to drivetraffic. I mean, that's some big point exactly. And then they expectthey expect their people to practice on customers, and that is the most excessive wayto finger people. That's at that drives me nuts. I was justhaving this conversation with somebody yesterday, and I've said this before, how dealershipsjust have the mentality of, you know, a body, a breathing pulse,and a body is better than having nobody there. But I believe thatif you send out a bad, untrained, unprepared, unprofessional salesperson to wait onthis consumer, this person that pulled onto the blacktop, that cost youx amount of dollars for them to just pulled on, because it did,it costed. Okay, that's the average whatever exactly. And they go out, they don't hand on properly. They blow them out. All right.Well, if you send nobody out there, there is a small possibility that thatperson might walk in for help. You know, I would take thechances of them walk I would rather gamble on them walking in then sending andunprepared, untrained, unprofessional, you know, warehouse worker, and nothing against whereousworkers, but that's where you know they came from. That to tryto say hey, I'm going to sell... But then they're not takingyou know what I mean. They're not educated, they're not trying to anautomotive transaction wasn't so complicated and there weren't so many moving pieces. Consumers wouldfind a way around it. Look at Tesla. We do they they figuredout, Hey, look, we know how consumers want to buy. We'regoing to give you know, we're going to give them a way to dothat. The point trough car. You know, everybody has these. Youknow these these all the hate towards true car. Look, they figured outwhat was important to the consumer was, which was transparency. The reality isthat if they were transparent with their customers in the first place, we wouldn'tbe having the people wouldn't have an issue with true car. Yeah, verygood, so good, Mah man, kill it. So so you know, it's it's just things are changing and you know you want to grow andGraham was talking about information based selling in and, you know, the earlymid s and people were kicking him out of dealerships. He saw where itwas going and and I think that now, because of his progressive, you know, view point back then on the way of transaction should be handled,you know, it's position that's been least in our company, in a goodspot because now, you know, with our initiatives with Chrysler and Nissan Infinity, as well as Kawasaki in the Power Sports Business. I mean now they'reat the only m level. They're like, okay, we know what's Afoord tothe consumer. Now you know, because the consumer controls more now thanthey ever had. So it's some point you have to kind of shift focusedand and say, Hey, what can we do to capitalize on we can't, we can't, we can't influence the fact now we have no control overhow much information they can. They get as much as they want. Sonow how can we make money? How can we capitalize on the situation nowtoday, with this informed customer? The answer is, give them an unbelievableexperience. Give them something different than they're going to get at your dealership,something that they can't get at the ONN store down the road, something thatthey can't get any of the other fifteen dealerships within eight miles of your storethat sell the exact same product. Okay, so, so, so as soto a dealer, if you're going to talk to any, let's say, you know, regardless of what that dealership internally has going on right now, to provide that kind of experience in the training what are some steps,key steps that that dealerships today can take on educating train other people, becausesome, some just, I really don't think, know how to train,because as much as video videos like to me, because I wanted it,you know. So I can watch a video and I can take from itand I can I can gain from that. It has value, but to somepeople it's not going to be that. They're not going to take the samefrom doing something like that. What look for training to be successful,you've got to have two things. You've got to have consistency and you've gotto have frequency or volume. You've got to be doing it on a regularbasis, and then when you're doing it, you have to do enough of it. If I go to the gym once a month, I'm going toget limited results. If I increase it too once a week, maybe alittle bit better results. Go every day, boom, I got consistency and frequencyalign. Now if I'm only going to the gym for three or fourminutes every day, I'm not going to get it the same results that asI would if I was going into the gym every day for an hour orso. It's just finding that point. And Yeah, it's work. Imean, look, I know dealer's little. It would rather spend ten grand cheddrive traffic on an ad that they might sell. You know, they'llget eighteen deals off of an ad for ten grand. I've got a programfor fifteen hundred bucks. They've got twenty five sales people. It'll get toeach an extra deal or two every month and they rather spend the ten grand. You know why? Because it's less work. Training your people isn't easyhaving a culture in your business installed where there's constant awareness about deals, notjust showing up and doing a job. We're constantly aware of what's happening,having the right attitude. It's all work. You know, managers doing meetings everysingle day, not just getting up...

...talking about logging people in the crmand who's got hot yields, but actually giving people something they can think theirteeth into, role playing on a daily basis. You've got to do it. Is it a pain in the ass? Yes. Are you people going tofight? You? Probably it's the guy that's been selling cars for twentyyears going to resist. Yes, but you got to do it. Youdon't have the choice anymore. Gotcha. Gotcha, Michael. I've been hereand you know what? That that completely answers the question I was going toask. I mean, we're talking about how today's automotive consumer has so muchmore savvy, so much more educated than they've ever been. I was goingto ask you you know, because that's the case, and what we findeven in the website of things, is that, excuse me, you knowthat that dealers are really trying to catch up, to deliver the experience thatthat the consumers are already accustomed to through other channels, whether it's, youknow, sites like true car or whatever other sites are out there. ButI mean, you know, I was going to ask what do you thinkthe biggest hesitation is? I think you answered it. It's work. Ittakes something. Yeah, there's something required and there were mustive and might thinkwhy. I think they're very afraid of the resistance two of their people.They're so scared to lose people. But obviously, if there's people, Ialways thought training as a reward. You know, anytime I edit dealer wasgoing to invest in and something like that for me, like even sending meto ride and drive and things like that like that was a reward to mebecause that was to further my, you know, skills and my knowledge.So and that's the problems. So the the consumer today stepping on the BLACKTOP, can pick it up the phone or emailing in there are more prepared andthey're more, you know, dialed in than probably the majority of the salespeopletoday, which is a huge problem. What are the what are the keythings to prepare your people? So what do you say about preparing create thatexperience that goes outside of you know, being prepared for every objection possible,and you know what I mean. All of that, other the powerhouse closes, and you know what I mean, getting them through the you know,getting them to the appraisal and the steps of the sale and all that.It really isn't complicated. A sales process is a recipe. You don't haveto have a huge personality like my man, Robert Wiseman, or you don't haveto be six and a half feet tall. It doesn't matter if you'rewider black. If you take a process, you put the right ingredients in atthe right time, you cook it further the way that you're supposed to, the food comes out taste in the same way. So people have allthese misconceptions about the sales process that you got to be x or Y Orszin order to be successful. If it but it's it could be further fromthe truth. If you do ABC and D, You're going to get thedeal. You're going to have a better shot at getting the deal at least. So you know, what you have to understand is that the sales processis a repeating, predictable process. We know in a transaction win problems aregoing to come up. We know that the customers that we're dealing with todayare going to have the same problems as the customers we face yesterday. Thedifference is how prepared are we going to be for it? That it allcomes down to preparation. Say, you know, successful rewards preparation. Themore prepared your people are, the more successful that they're going to they're goingto be. And we know, hey, look, just look in not buyingtoday. Need to think about it. Got To talk to the husband orwhy? Payment? These are all problems we here in every deal don'twant to drive the car. Drove it down the street. We're not buyinganything today. I don't need to come in and see how much things goingto cost. I mean these are problems that repeat on a regular basis onin Miami, Florida. Gays, when they tell me a hurricanes coming,we get the hell out of town. We don't sit here and get poundedby it. We can predict the path of the storm, we can predictthe damage because, based on the side of this storm, who we're goingto get out of town. So it's like a major league baseball player.All right, tomorrow night he's got a... he's pay space in a picture. The picture throws ninety mile an hour fastballs all night. That's what theinside information you got was. Expect the ninety mile one hour fastball. Guaranteeyou that guy is going to go into the batting cages the night before thegame. It takes some swain that a ninety millin hour fastball do to getpaid seven million dollars a year. It's kind of important that he does hisjob well. Yeah, it's the difference between professional and amateur. Yeah,dude, I mean, if you, if you practice and you prepare andtrain like a professional, you'll get paid like one. You practice, yourtrain, you prepare like an amateur, you're going to get paid like one. The decisions up to you every day which one you going to be.And you know, the thing I love about this is I think that youknow, talking about the difference between professionals and amateurs, is that the professionalsactually execute on something. You know, we hear that phrase a lot.Knowledge is power, and I actually don't fully agree with that. I believethat knowledge is power once you know what to do with it or know howto execute on it, and you know. So what would you say to thedealers who believe that knowledge is power and then that's good enough for them. How do you encourage people to execute on the things that they learn?Well, I don't think you act. I don't think you encourage people toexecute the things that they learn. I think you'd demand it. Bone.You demand it, and every single day I'm going to demand. Dude,look, this is my business, all right, I'm going to spend,you know, you know I'm going to spend fifty grand this month driving trafficto that's a big number. Six HUNDREDZERO dollars a year. I'm going tospend to create opportunities for you in my business without flow that big. I'mgoing to demand that you're prepared to handle them. Okay, a part ofwhat I'm going to demand, end is it. Every single morning, we'regoing to get you in the bad incages and you're going to take a coupleswings at a pitch, you're going to jump on the treadmill, do afew minutes a warm up, you're going to partner up with each other andyou're going to roll play the problems that I know with one hundred percent sortyou're going to face today. It's not complicated is it? In my officehere every morning we roll play for thirty minutes. I have a sales meetingfrom five to nine hundred and twenty with my entire staff. We break fromthat meeting, my sales TAF breaks off, we grab a cup of coffee,shoot off a few emails. From thirty to ten o'clock. Every singlemorning we roll play. If I'm running behind because I'm meeting with grant orthe CEO or whoever. When I walk into the sales office everybody's in acircle role play. I don't have to tell them to do it because we'vecreated a culture in an environment where it's expected. I don't I don't wantpeople working for me that want to make fifty grand a year. So Idon't have time for that. And I'm looking for people that want to makehalf a million dollars a year. I want to look for a guy thatwants to have three million dollars working in real estate. Those are the peoplethat I want and and and when they when we have people that pop intothis, we find out real quick if they're going to cut it or not. So what's your accountability? What's the accountability mechanism in there. I meanyou know, you, you the proof of abilities results, the proof ofability to do a job is in the result. Yeah, right, accountabilityis how many deals are you putting up? Are you? Are you? Areyou doing the work the right way? Are you preparing with us the rightway? Are you engaging with us the right way? If you know, it goes back to grant a que attitude, approach, action. Ifsomething ain't hitting right, what's out? You got the right attitude, yougot the right approach, then you're not taking enough action. One and that'sthe recipe, basically, right there, and you ye, I mean it'sso simple and people think is complicated. Books. I hate reading books.I absolutely hate reading books. Listen to beginning, at the beginning of theyear, I've bought fifty two books on Amazon. I put a book listtogether. I'm going to commit to read fifty two books, the book aweek, and I hate reading books. Why? Because, dude, Iwant I want to be successful, I want to get the most I possiblycan out of this life, you know,...

...and that's going to require me todo things I don't want to do and that's going to require, youknow, a commitment on the weekend to reading books instead of sitting at thebeach or sitting home and I reading the book INS that are 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 toget the things they want. But it's a leader, it's your job tohelp people make that position and then it's your job to decide as a leaderif you want that person in your organization or not. So when we talkabout turnover being a good thing, like turnovers a good thing under the rightcircumstances, because you got to go through a lot of people to find greatones. HMM. And so when dealers like hey, yeah, we've gota bunch of turnover, well, is it because you're not training and preparingyour people, or is it because you're so committed to greatness that you're notgoing to settle for somebody coming in with average attitude, average levels of performance? Or what's the reason behind the turnover? Because a lot of reasons, alot of times turnover isn't because the culture is one of greatness, it'sbecause the culture is one of we're going to throw them to the wolves andthese who survives. Right. So you gave us a quick a quick tasteof kind of like the schedule in the training schedule that goes on within yourguys's organization. So either it's either like curriculum that you helped install in indealers or just dealers that you know are some of your top clients that thatyou that are doing well with with your products or whatever products. What kindof schedule do you see as is a good like curriculum training schedule, oryou know what I mean, how they incorporated all I mean, you know, look, we've got, we've got we've got a lot of different waysthat we help dealers. You know the cardown group up in Orlando. Theydo the majority of the in dealership process installation. They do an unbelievable job. Will probably do five or six thousand days of in dealership training, morethan any other company in the country through that office. And then in thisoffice we handle the online parted on the man product, the books, thespeaking, all that stuff. What I've seen to be most successful is acombination of both. You know, look, at the end of the day,boots on the grounds a good thing. Having somebody in front of the goodthing but then when that person's gone, you need to have somebody there tosupplement and support it. So, in an ideal training situation, whatwe're going to do is we're going to send somebody to the store for fourdays to do what we call a retail process assessment, where they're going togo in and figure out what's happening in the store right now, the processgoing through the dealership, and then we're going to work our process around whatthe dealership currently has existing in place. Okay, from there, every sixtydays we're going to have boots on the ground for two days where we comein and we're working on a specific skill that we're installing. In between thosevisits, we put together an outline of an outline curriculum of our online productso that every single day their support. So we're using it for sales meetings, we're using it were, for role play, we're using it to correctand solve problems throughout the day, which is one of the biggest opportunities thatgets missed. Is Ay, what happens when we lose a deal. You'regoing to lose more from missing a deal than you will from getting one.figure out what went wrong when Tom Brady throws an interception, he goes tothe sidelines, he looks at instant replay, he watches the instant he's on therouting and stuff with the guys upstairs. Yeah, did I throw a badpas? Did the receiver run the wrong route? What happened? Okay, he's not going to relearn how to throw a football. He's been doingit as whole day in life. Analyze the mistake like in you know,a lot in real time. And here's the thing about correction that people thatpeople failed to really dig down deep enough to get to. When I missan opportunity, I got a lot of attention on it. And you know, working with sales people, do you their attentions all over the place?You know it's you got them for a short window of time and then they'reoff somewhere else. So what's important about...

...correction is that's when you have fullattention on a problem. are either you too thinking about a fire extinguisher rightnow? Now? I am. Yeah, now I am. You are nowright, but you weren't thinking of it before because there wasn't a firein front of you. If there's a fire burning in your office, andI ask you that same question, the answer is going to be different becausenow you have at tension on a specific problem. So when we're working withthe dealership, and I'm saying look, you need to correct your people,because at thirty in the afternoon when you miss a deal because the customer wasupside down, I had no money down in the bank. Gave you acutback approval. You have you handle that problem. Well, until that problemcomes up, your sales person is not going to be ready to hear anythingabout it. That's why I consistency and frequency is so important, because youhave a small opportunity where maybe you're not going to get him every morning inthat meeting, but one day you do, or at thirty in the afternoon whenyou miss that deal, now you've got the sales person's attention. Sowhen I give them a segment of content or training based on solving that specificproblem, now I've got a higher likelihood that they're going to retain the informationbecause they've got full focus and attention on a specific problem. I like that. So you know, and then you got to give people that the informationthey really want. I mean people don't want, people don't like training.I mean how I'm in the training business. Style like it, but I knowthat I got to do the things I don't want to do to getthe things I want to have. So when you talk about in a dealership, you know, like we've got a piece of our program called quick fix. And the reason I know you don't want me to get all pitchy,but this is important because then it digs into what cut, what your salespeople truly want, and they don't want training. If I go sit ina dealership, in a sales office for three hours, not one time willI hear hey, boss, we need more training. What I will hereis we need to put more money in the trade. They don't have themoney down. Customer needs to think about it. He'd got to go talkto his wife, you know. Blah, blah, blah, blah, blah, Blah Blah, all these problems that were here on a daily basis. So look, what are your sales people interested in? They're telling youevery single day when they come into your sales office and ask you questions.That's what they're interested in. So we built a piece of our program designedspecifically to handle that problem. Yeah, I like that. that. Yep, you go in and they for every single, you know what I mean, type of issue or encounter in there. You, Yep, you just clickon it and then it'll bring up up a bunch of different ones underneathit. Then you click that and it's what it's usually Max like a minutelong video. Well, in a half fifteen second. Yeah, it givesthem exactly what they want. You go in. If I pulled a fifteenzerosales people together and I said, Hey, would you rather watch a twelve secondvideo or ten minute videos, they're all going to say twelve seconds.See, so, so time, so the so it's definitely just a it. It's BS on the we don't have the time. The train is justcompletely ludicrisp correct. I've never met a person in my life that doesn't havetwelve seconds. Yeah, exactly, and and like. And the genius thingabout that is, you know, nobody wants to. You know, likeyou said, sales people are given their managers topic suggestions, things they wantto learn about, but it's in a somewhat more indirect, my job's noton the line, kind of a way. So the genius thing about that is, you know, hey, pop in twelve seconds. You get tolearn about something that's true interest to you. So your reception levels are going tobe massive, you know, through the rooms, and then you gobuy in from a different level exactly, you know, and that's through youknow. And when a dealer start talking about buying, it's one of thosethings that kind of starts making my stomach turn, because it's like it isa leader. You need to dirt, you need to lay the path thatyour people follow. You know, he says. Well, let me askmy managers if they if this is something they'll use. Well, what happens? If they say no, well, I'm going to do it anyways.Okay, Great. So now you've offered them a solution. Okay, they'vesaid no, and now you're going to...

...make them do it anyway. orYou just come to them and you say, Hey, look, I decided tosign up for this training program for the dealership. It's really going tohelp us out. It's going to help us hit our goals. And guesswhat, when we do well, you're going to make more money. Okay, now, who gives the shit? 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 youreally start digging into leadership. Yeah, sure, nobody wants to invest ina program that nobody's going to use. Okay, but is a leader,it's your job to make the decision for the group, not not what'sbest for your not not by you know, hey, what's best for my salespeople are what's best for my managers. Dude, if things get ugly andin the manufacturer starts coming into and hey, we're going to shut thisplace down, are they going to come to your sales people, your managers? Are you for it? WHO's ultimately on the line? That's the onewho've got to make the decision. Yeah, no doubt. So okay, andthen we're going to go into wrap this up. But so, likemyself and how we met, is I wasn't getting the fix that I neededfrom my dealership when I was there on the front line and I wanted moreand I was willing to invest in myself and chase after that. So tothe you know, we're mostly speaking from a dealer standpoint, two dealers,but a lot of salespeople, you know, tune into this. So to thesalesperson themselves that they're not getting thing. It the buy in from the generalmanager, sales, marriagers, what have you. What do you recommendto them to you know, do they do? They work hard and workto pound the the team they're in management to really invest into the train products, or do you recommend just go and rogue and, you know, defendingfor yourself and doing what? Well, I mean, shame on you ifanybody ever has to force you to better prepare yourself or better equip yourself tobecome successful. So I think the very first step is you need to sitdown and figure out what you really want in life. House how how manydeals you need to do every month, what type of money you want tomake. We talked about write and goals down every day. We don't doit because it just sounds like a great idea. We do it because it'sgoing to keep you focused on what's going to get you excited and motivated.Because, guess what, there's going to be days when you wake up thatyou don't want to go into work. But when you start writing down,I make hundred thousand dollars a month. I fly private. I have fivemillion dollars working in multi family real estate deals. But up but but youstart going down and you start writing your targets, how you're like, man, what would it be like if I was making a hundred grand a month? That's stuff out there, that's that's real to their guys. I've pickedthat up from grant a long time ago and still to this day now.I'm not gonna lie, you Miss I missed that morning here sometimes and eveningthere, but I still keep the note pads beside the bed and it's thefirst thing to do and it's it's the whole thing. Like you said,out of sight, out of mind. You know and speak about them init in a present tense. That that's how you know what I mean.That they are and they change daily. You know what I mean. Youyour wants and stuff change daily. But that's a great from anybody, Idon't care where you're at in life. That's a that's a super, supertip that that will help focus and it keeps you more aware of what's importantto you. Look, if I write down I need to make a Hundrek every month, if I write that down every morning and every evening,it's some point my actions are going to have to adjust to hit that part. What I'm doing, who I'm calling, what, everything has to adjust.It's some point for me to continue writing that target down. So thefirst thing that you do need to do is you need to write your goalsdown every day and really figure out what's important to you. The second thingyou need to do is you need to become the expert. I remember Iwas in Texas at the time, Robert, and I was talking with my parentsand and we had this conversation about dude, you've got to be theexpert, you got to be the person in the field that everybody looks tooas the go to person, and and that's going to require that you consumea lot of information. Okay, it twenty six years old when I movedto La to go work for grant as,...

...making twenty five hundred bucks 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'd fall asleep literally thefirst six months I was there, fall asleep looking up at the pop cornceiling. You know it, you know it, just Jud's just figuring out, like how do I break out of this? And about three months inworking for grant I almost quid. I. I don't always tell people that,but I almost quit because it was hard. It was really hard coldcalling dealer's I didn't know anything about training. I mean I had worked in dealershipsbefore. I grew up in the business, like you know. Iknew how a dealership operated, but I didn't know anything about training business.And so what I did is I said, look it, you're going to godown. Go down swinging. That's and so I turned into a completesuper freak. I mean every night, every weekend, I was so great, dude, I would fall asleep at night with ipod playing grant audio programin my ears. So I came up to that's it. Do completely,completely obsessed, okay, and all my friends were like, dude, you'recrazy, you're doing too much. You know, you're pushing too hard,you're too into this thing. And I just kept pushing and I kept pushingand then I started seeing a result, and then I kept doing it andkept doing it and kept pushing and kept pushing in the results got bigger andbigger. Now look bigger and bigger and three and a half years later,I'm as vice presidency. Awesome, mad so keep that before while we're whilewe wind down, we're rolling out. So you said, number one,let's leave them with some action. Number one goals. Write them down,day, in the morning, in the night. To become branded as thatthat expert, celebrity expert, go to guy. Nobody knows more than you, to nobody you don't want. Nobody work with anybody else but you.What number three. Three is three. Get obsessed with learning everything you canpossibly know about your business. You got to you got to develop an obsessionfor it where you go home at night, you're up late because you're researching,but you're excited to do it because of the look. Once you startgetting a result, that will feed you. You know, in the beginning it'stough. In the beginning it's really tough. You know, I youknow. I started working here on making a hundred and fifty phone calls everyday, getting just my teeth kicked in by dealers all over the country andand I had a lot of questions. Where do I go from this?But then I got obsessed and then I started seeing results and then that's whenI really started getting motivated, because the success is kept stacking on top ofeach other. But it doesn't, ever, go in a different order. Peoplealways like to see results before they commit. It never goes that way. You got to commit, you got to go all in and you've gotto burn the ships before you're going to see anything substantial come back your way. So write your goals down every day, become the expert and keet obsessed.Those are those are three things that, as an individual salesperson, you've gotto do, and I'm going to throw in step zero, which iswillingness. I mean everything you talked about, I mean becoming a crazy fanatic,I mean even the fact that you wanted to start writing your goals downto see what would happen was all triggered by your willingness to learn and totake action. And and I think that's truly the genius part of this wholething, is that the dealers out there who are willing to do what ittakes, you know, like the Hashtag whatever it takes man, those arethe dealers that are really going to make things happen. They're the ones thatare going to commit, write the goals down, they're the ones that aregoing to become the expert, they are the ones who execute like crazy fanatics. Yep, love it. My best my best clients are the ones whereI talk to the GM's on a regular basis. Yeah, that's why Imean. And you don't talk anymore, because I'm just the independent guy thatused to talk. I'd get jared's time all the time. Man, talkall day, man, I bounce my ideas off them. And now lookat him. He's he's got bigger fresh to FRY. My little CD setsand book deals just don't feel it anymore.

Man, Rob Robert Wiseman, whyare you doing? Why are you doing all the talking? If youdo in the Internet? Oh, grant, stop that, man. I'm justI've been sitting back the whole time. Man, come on, man,you couldn't, you couldn't hold yourself back anymore. That's it. Youknow me, man. Hey, grant, so did you. Why are youpulling our leg with thirty five million dollar house? Man, but thatyou bought that house. Huh, you bought that house by House. Idid buy, did you? The one you posted on facebook or right lastnight? Man, this interview is not about me, it's about jared.Right. Well, you jumped on, man, so I thought I'd askyou a question. I want to jump because I love you, Roberto Grant, that so much, man. You, Robert Wiseman, or the American dreamcome true. You are the perfect example of a great entrepreneur. Well, thanks, Graham. Go get her. Jeez, that's well, there's theorsement for last. Yeah, thank you and position. I'll send youa cat on the phone. This the CAN. This is Michael Sorillo,from President of Flex Stiller. Another big hust what's going on? Player?Are you doing? I got woody and stiffy on the phone. Love it. Hey, thanks for letting US borrow jared for a little bit, man, I appreciate that. Man, I'm through. He was hot hodding inthe bathroom or something. I'm as send you the deal man. Send methe bill. Send me the bill. I knew there's probably a bill forthat nice endorsement you just did for me. There, man, go ahead,send it in the mail. Okay. Well, I just wanted to jumpon the phone. I just I just took I literally took the call, and let me get part of it. I want to be part of theinterview. Die Well, listening. Great Time, Gus. Appreciate it. Take it easy, Bro Man. That was awesome. Jared full ofinformation. I'm just going to throw people out there and tell them, youknow, how they can get ahold of jared. I would strongly encourage youfollow them at jared glant on twitter again, jared glant, VP of sales forcard own enterprises. That was some crazy information. You know what,some some actionable insights for dealers that want to really kick things up a notchthrough training. We encourage you check them out. Also, every Thursday onePM, new episodes of young hustlers. Check it out triple W cardown Zoncomand yet make sure to follow grant ge. Hit Up grant and jared at JaredGland, at grant card own on twitter. They did. They're gettingthat all over the place, so I figure I'd throw them that and makesure you, you know, subscribe to us on itunes please, you know, if you leave a comment and review us on there, that would bemuch appreciated. That helps us out. That lets us know you know thatthat you're there and that you're liking what you hear. The dealer playbookcom.You can check out all the episodes there and, you know, just tryto soak in that information. Man, jared's like me. He's full ofit and he goes a hundred miles an hour. Was a nice surprise havingGC jump on there at the end. There you go. Let's roll thisthing out. Guys, thank you so much for listening in. We'll talkto you next time later.

In-Stream Audio Search


Search across all episodes within this podcast

Episodes (482)