The Dealer Playbook
The Dealer Playbook

Episode 4 · 8 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 and we about to bust it. We go. Feel me, playbook episode down. Here we go. You're dialed into the dealer playbook podcast, where it's all about winning auto dealer strategies that deliver proven results. And now your host's Robert Weissman and Michael Cirillo. Hey, everybody, what's going on? Michael Cirillo here and Robert Wiseman with the dealer playbook. What's going on, Robert? What's up? Michael? I am so excited. We have the one and only jared glent, vice president of sales over at card I own enterprises. 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. The the 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't subscribed, 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 their guts, who are revealing the secrets that dealers need, must and adapt to in order to be successful. Give me just a two second recap. I missed the call. Give me a two second recap on Tracy before we get over to jared. True. Well, Tracy just laid it out for you guys out there. I'm we're talking about goes back to our first episode and then 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 wow your clients and create the experience externally, but it all starts internally. Nobody does it better than Tracy Myers. Tracy Myers creates the one that the probably one of the the most elite buying experiences in the nation, but also his internal experience for his employees. If you see him on facebook, the videos of 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 it out there for you. It was. If you haven't, make sure you get back there and check that one out. It's the previous episode right before this one, but I'm super excited to dive in with with Jg, jared glant, 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 and listen. He's got to touch on some of his specialty education, the importance of education in today's dealership, the importance of the preparation of your people and just, you know, how to get their mind right and really dive in and get ready to handle these clot the these consumers piling into your dealership that you're spending Google's of money on to get them there. Now let's get them handled 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 next installment in this series. We're talking all about culture, creating the culture inside of 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 friend and vice president of sales for cardown enterprises, also the cohost of one of my favorite online shows, the young hustlers,...

...where he cost it with grant card own. And that's what, jared, Thursday's one PA, every Thursday, right, every Thursday, one PM, cardown Zonecom, cardown zonecom. You got it, guys. All right. So we're here with jared glant again. He's the vice president of cardown enterprises, who, if you don't know who grant card own or you don't know his products and you're in this automotive industry, then you really just don't know. So, as I said in our past couple episodes, we've been leading up to this and about the importance of things internally in your dealership and education is just so crucial. But there's so much other than has to go into the education to make sure that your people are going to embrace it, because it's one thing to sit in front of videos all day long, it's one thing to read some books and and 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 grants probably lurking around there somewhere. Man, if he sees you not, you know, banging something out date, that'd be dope, man, love that all right. So look, boom, so your you guys have you're in thousands probably stores, you know, nationwide, not just automotive, but so within automotive, with with the dealers. You know what I mean because I was talking to you. You know I mean you med been friends since you were just you know what I mean, frontline guy. You know I mean like I was just sitting there, pound of the phone's, pound of photes. In your your experiences, talking with thousands of different dealers, what is their take on education? What's the 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 on the hierarchy is education in the the average USA Canadian dealership? Well, I don't think there's a norm. It's so fragmented. Every store does something differently and they all have different reasons behind it. Some stores have completely given up on training because they don't see a result from it, and the reason they don't see a result from it is because they're not doing it the right way. So, you know, 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 head that when they get up and talk for, you know, thirty minutes or forty minutes on a Saturday morning about the way the business used to be or about how much opportunity that there is, you know that that's training and it's not. They're they're spectating. They sit down, they watch, they listen and 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 is what? 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 think more than anything else, I hear hey, yeah, we have a sales meeting at least once a week. Yeah, and it's usually a Saturday and it's mixed with it's combined with a you know what drove me nuts about that is 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 auto dealerships, that that's the busy day. You know. So they sit there and they want to fire you up, so to speak, and then they most 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's definitely not the way that you want to fire the team up and kick them out there. Michael, and I mean do you do you think? Do you 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 team just assuming that, hey, you know, we've got some people here that have had past experience or have applied, you know, for this position as a 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, I shouldn'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 completely wrong. You know, the customer today is more educated than they've ever been in the history of automotive and they have access to more information in more tools to come into the dealership and have leverage against against the store. So I think 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 seven years ago? Because if the answers no, if you can't definitively say that today, you know in two thousand and fourteen, in April, we are doing more to train and pair of people than we ever have. Your plan from behind, because in the last seven years we've seen true cars and Edmund's and KVD's and all these other resources come available 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 to the dealership to find out what their payments at going to be or what interest rate they qualify for or how much their trades worth. They don't need the dealer for that. So you know this this idea that that we don't have to do any more to prepare our people. It couldn't be further from the truth. You need to be doing more now today than ever before, because when you can't use information to control the process and the consumer can come to the store with everything they to make it the decision, the only chance you have of making money is to give them an unbelievable experience. is to it to is to provide them with something great. When they walk into the dealership, they feel the energy when they grew or greeted by a salesperson. They see a beaming attitude. That's what 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 commission sales 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 keep them more money when I have a bad experience. Maybe I don't tip them less than twenty percent, but I definitely don't feel good about up tipping them twenty percent because I don't feel like they've earned it. So I think that because the customer is is evolving and and becoming more intelligent more informed. I think that the the dealer, no longer has the option on whether or not they can train and prepare their people. And it really ties back into, you know, what you were talking about before, maybe one of your previous conversations 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 sometimes upwards of a hundred fifty, two, hundred thousand dollars a month to drive traffic. I mean, that's some big point exactly. And then they expect they expect their people to practice on customers, and that is the most excessive way to finger people. That's at that drives me nuts. I was just having this conversation with somebody yesterday, and I've said this before, how dealerships just have the mentality of, you know, a body, a breathing pulse, and a body is better than having nobody there. But I believe that if you send out a bad, untrained, unprepared, unprofessional salesperson to wait on this consumer, this person that pulled onto the blacktop, that cost you x 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 that person might walk in for help. You know, I would take the chances of them walk I would rather gamble on them walking in then sending and unprepared, untrained, unprofessional, you know, warehouse worker, and nothing against whereous workers, but that's where you know they came from. That to try to say hey, I'm going to sell... But then they're not taking you know what I mean. They're not educated, they're not trying to an automotive transaction wasn't so complicated and there weren't so many moving pieces. Consumers would find a way around it. Look at Tesla. We do they they figured out, Hey, look, we know how consumers want to buy. We're going to give you know, we're going to give them a way to do that. The point trough car. You know, everybody has these. You know these these all the hate towards true car. Look, they figured out what was important to the consumer was, which was transparency. The reality is that if they were transparent with their customers in the first place, we wouldn't be having the people wouldn't have an issue with true car. Yeah, very good, 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 and Graham was talking about information based selling in and, you know, the early mid s and people were kicking him out of dealerships. He saw where it was 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 good spot 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're at the only m level. They're like, okay, we know what's Afoord to the consumer. Now you know, because the consumer controls more now than they ever had. So it's some point you have to kind of shift focused and 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 over how much information they can. They get as much as they want. So now how can we make money? How can we capitalize on the situation now today, with this informed customer? The answer is, give them an unbelievable experience. 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 that they can't get any of the other fifteen dealerships within eight miles of your store that sell the exact same product. Okay, so, so, so as so to 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, because some, 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 it and I can I can gain from that. It has value, but to some people it's not going to be that. They're not going to take the same from 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 got to have frequency or volume. You've got to be doing it on a regular basis, 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 to get limited results. If I increase it too once a week, maybe a little bit better results. Go every day, boom, I got consistency and frequency align. Now if I'm only going to the gym for three or four minutes every day, I'm not going to get it the same results that as I would if I was going into the gym every day for an hour or so. It's just finding that point. And Yeah, it's work. I mean, look, I know dealer's little. It would rather spend ten grand ched drive traffic on an ad that they might sell. You know, they'll get eighteen deals off of an ad for ten grand. I've got a program for fifteen hundred bucks. They've got twenty five sales people. It'll get to each 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 easy having a culture in your business installed where there's constant awareness about deals, not just 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 every single day, not just getting up...

...talking about logging people in the crm and who's got hot yields, but actually giving people something they can think their teeth 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 to fight? You? Probably it's the guy that's been selling cars for twenty years going to resist. Yes, but you got to do it. You don't have the choice anymore. Gotcha. Gotcha, Michael. I've been here and you know what? That that completely answers the question I was going to ask. I mean, we're talking about how today's automotive consumer has so much more savvy, so much more educated than they've ever been. I was going to ask you you know, because that's the case, and what we find even in the website of things, is that, excuse me, you know that that dealers are really trying to catch up, to deliver the experience that that the consumers are already accustomed to through other channels, whether it's, you know, sites like true car or whatever other sites are out there. But I mean, you know, I was going to ask what do you think the biggest hesitation is? I think you answered it. It's work. It takes something. Yeah, there's something required and there were mustive and might think why. 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, I always thought training as a reward. You know, anytime I edit dealer was going to invest in and something like that for me, like even sending me to ride and drive and things like that like that was a reward to me because 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 and they're more, you know, dialed in than probably the majority of the salespeople today, which is a huge problem. What are the what are the key things to prepare your people? So what do you say about preparing create that experience 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 have to have a huge personality like my man, Robert Wiseman, or you don't have to be six and a half feet tall. It doesn't matter if you're wider black. If you take a process, you put the right ingredients in at the 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 all these misconceptions about the sales process that you got to be x or Y Orsz in order to be successful. If it but it's it could be further from the truth. If you do ABC and D, You're going to get the deal. 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 process is a repeating, predictable process. We know in a transaction win problems are going to come up. We know that the customers that we're dealing with today are going to have the same problems as the customers we face yesterday. The difference is how prepared are we going to be for it? That it all comes down to preparation. Say, you know, successful rewards preparation. The more prepared your people are, the more successful that they're going to they're going to be. And we know, hey, look, just look in not buying today. Need to think about it. Got To talk to the husband or why? Payment? These are all problems we here in every deal don't want to drive the car. Drove it down the street. We're not buying anything today. I don't need to come in and see how much things going to cost. I mean these are problems that repeat on a regular basis on in Miami, Florida. Gays, when they tell me a hurricanes coming, we get the hell out of town. We don't sit here and get pounded by it. We can predict the path of the storm, we can predict the damage because, based on the side of this storm, who we're going to 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 the inside information you got was. Expect the ninety mile one hour fastball. Guarantee you that guy is going to go into the batting cages the night before the game. It takes some swain that a ninety millin hour fastball do to get paid seven million dollars a year. It's kind of important that he does his job well. Yeah, it's the difference between professional and amateur. Yeah, dude, I mean, if you, if you practice and you prepare and train like a professional, you'll get paid like one. You practice, your train, 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 you know, talking about the difference between professionals and amateurs, is that the professionals actually execute on something. You know, we hear that phrase a lot. Knowledge is power, and I actually don't fully agree with that. I believe that knowledge is power once you 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 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 to execute 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 traffic to that's a big number. Six HUNDREDZERO dollars a year. I'm going to spend to create opportunities for you in my business without flow that big. I'm going to demand that you're prepared to handle them. Okay, a part of what I'm going to demand, end is it. Every single morning, we're going to get you in the bad incages and you're going to take a couple swings at a pitch, you're going to jump on the treadmill, do a few minutes a warm up, you're going to partner up with each other and you're going to roll play the problems that I know with one hundred percent sort you're going to face today. It's not complicated is it? In my office here every morning we roll play for thirty minutes. I have a sales meeting from five to nine hundred and twenty with my entire staff. We break from that meeting, my sales TAF breaks off, we grab a cup of coffee, shoot off a few emails. From thirty to ten o'clock. Every single morning we roll play. If I'm running behind because I'm meeting with grant or the CEO or whoever. When I walk into the sales office everybody's in a circle role play. I don't have to tell them to do it because we've created a culture in an environment where it's expected. I don't I don't want people working for me that want to make fifty grand a year. So I don't have time for that. And I'm looking for people that want to make half a million dollars a year. I want to look for a guy that wants to have three million dollars working in real estate. Those are the people that I want and and and when they when we have people that pop into this, 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 mean you know, you, you the proof of abilities results, the proof of ability to do a job is in the result. Yeah, right, accountability is how many deals are you putting up? Are you? Are you? Are you doing the work the right way? Are you preparing with us the right way? Are you engaging with us the right way? If you know, it goes back to grant a que attitude, approach, action. If something ain't hitting right, what's out? You got the right attitude, you got the right approach, then you're not taking enough action. One and that's the recipe, basically, right there, and you ye, I mean it's so simple and people think is complicated. Books. I hate reading books. I absolutely hate reading books. Listen to beginning, at the beginning of the year, I've bought fifty two books on Amazon. I put a book list together. I'm going to commit to read fifty two books, the book a week, and I hate reading books. Why? Because, dude, I want I want to be successful, I want to get the most I possibly can out of this life, you know,...

...and that's going to require me to do things I don't want to do and that's going to require, you know, a commitment on the weekend to reading books instead of sitting at the beach 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 like that. Not everybody will voluntarily do the things they don't want to do to get the things they want. But it's a leader, it's your job to help people make that position and then it's your job to decide as a leader if you want that person in your organization or not. So when we talk about turnover being a good thing, like turnovers a good thing under the right circumstances, because you got to go through a lot of people to find great ones. HMM. And so when dealers like hey, yeah, we've got a bunch of turnover, well, is it because you're not training and preparing your people, or is it because you're so committed to greatness that you're not going 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, a lot of times turnover isn't because the culture is one of greatness, it's because the culture is one of we're going to throw them to the wolves and these who survives. Right. So you gave us a quick a quick taste of kind of like the schedule in the training schedule that goes on within your guys's organization. So either it's either like curriculum that you helped install in in dealers or just dealers that you know are some of your top clients that that you that are doing well with with your products or whatever products. What kind of schedule do you see as is a good like curriculum training schedule, or you 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 ways that we help dealers. You know the cardown group up in Orlando. They do 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, more than any other company in the country through that office. And then in this office we handle the online parted on the man product, the books, the speaking, all that stuff. What I've seen to be most successful is a combination of both. You know, look, at the end of the day, boots on the grounds a good thing. Having somebody in front of the good thing but then when that person's gone, you need to have somebody there to supplement and support it. So, in an ideal training situation, what we're going to do is we're going to send somebody to the store for four days to do what we call a retail process assessment, where they're going to go in and figure out what's happening in the store right now, the process going through the dealership, and then we're going to work our process around what the dealership currently has existing in place. Okay, from there, every sixty days we're going to have boots on the ground for two days where we come in and we're working on a specific skill that we're installing. In between those visits, we put together an outline of an outline curriculum of our online product so 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 correct and solve problems throughout the day, which is one of the biggest opportunities that gets missed. Is Ay, what happens when we lose a deal. You're going 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 to the sidelines, he looks at instant replay, he watches the instant he's on the routing and stuff with the guys upstairs. Yeah, did I throw a bad pas? Did the receiver run the wrong route? What happened? Okay, he's not going to relearn how to throw a football. He's been doing it 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 that people failed to really dig down deep enough to get to. When I miss an 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're off somewhere else. So what's important about...

...correction is that's when you have full attention on a problem. are either you too thinking about a fire extinguisher right now? Now? I am. Yeah, now I am. You are now right, but you weren't thinking of it before because there wasn't a fire in front of you. If there's a fire burning in your office, and I ask you that same question, the answer is going to be different because now you have at tension on a specific problem. So when we're working with the 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 was upside down, I had no money down in the bank. Gave you a cutback approval. You have you handle that problem. Well, until that problem comes up, your sales person is not going to be ready to hear anything about it. That's why I consistency and frequency is so important, because you have a small opportunity where maybe you're not going to get him every morning in that meeting, but one day you do, or at thirty in the afternoon when you miss that deal, now you've got the sales person's attention. So when I give them a segment of content or training based on solving that specific problem, now I've got a higher likelihood that they're going to retain the information because 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 information they 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 know that I got to do the things I don't want to do to get the 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 sales people truly want, and they don't want training. If I go sit in a dealership, in a sales office for three hours, not one time will I hear hey, boss, we need more training. What I will here is we need to put more money in the trade. They don't have the money down. Customer needs to think about it. He'd got to go talk to 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 you every 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 designed specifically 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 click on it and then it'll bring up up a bunch of different ones underneath it. Then you click that and it's what it's usually Max like a minute long video. Well, in a half fifteen second. Yeah, it gives them exactly what they want. You go in. If I pulled a fifteenzero sales people together and I said, Hey, would you rather watch a twelve second video 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 just completely ludicrisp correct. I've never met a person in my life that doesn't have twelve seconds. Yeah, exactly, and and like. And the genius thing about that is, you know, nobody wants to. You know, like you said, sales people are given their managers topic suggestions, things they want to learn about, but it's in a somewhat more indirect, my job's not on the line, kind of a way. So the genius thing about that is, you know, hey, pop in twelve seconds. You get to learn about something that's true interest to you. So your reception levels are going to be massive, you know, through the rooms, and then you go buy in from a different level exactly, you know, and that's through you know. And when a dealer start talking about buying, it's one of those things that kind of starts making my stomach turn, because it's like it is a leader. You need to dirt, you need to lay the path that your people follow. You know, he says. Well, let me ask my 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've said no, and now you're going to...

...make them 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. It's going to help us hit our goals. And guess what, 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 it or not. You've already made the decision. So, you know, when you really start digging into leadership. Yeah, sure, nobody wants to invest in a 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's best for your not not by you know, hey, what's best for my sales people are what's best for my managers. Dude, if things get ugly and in the manufacturer starts coming into and hey, we're going to shut this place 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 one who've got to make the decision. Yeah, no doubt. So okay, and then we're going to go into wrap this up. But so, like myself and how we met, is I wasn't getting the fix that I needed from my dealership when I was there on the front line and I wanted more and I was willing to invest in myself and chase after that. So to the you know, we're mostly speaking from a dealer standpoint, two dealers, but a lot of salespeople, you know, tune into this. So to the salesperson themselves that they're not getting thing. It the buy in from the general manager, sales, marriagers, what have you. What do you recommend to them to you know, do they do? They work hard and work to 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, defending for yourself and doing what? Well, I mean, shame on you if anybody ever has to force you to better prepare yourself or better equip yourself to become successful. So I think the very first step is you need to sit down and figure out what you really want in life. House how how many deals you need to do every month, what type of money you want to make. We talked about write and goals down every day. We don't do it because it just sounds like a great idea. We do it because it's going 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 that you 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 five million dollars working in multi family real estate deals. But up but but you start 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 picked that 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 evening there, but I still keep the note pads beside the bed and it's the first 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 in it 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. You your wants and stuff change daily. But that's a great from anybody, I don't care where you're at in life. That's a that's a super, super tip that that will help focus and it keeps you more aware of what's important to you. Look, if I write down I need to make a Hundre k 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 the first thing that you do need to do is you need to write your goals down every day and really figure out what's important to you. The second thing you need to do is you need to become the expert. I remember I was in Texas at the time, Robert, and I was talking with my parents and and we had this conversation about dude, you've got to be the expert, you got to be the person in the field that everybody looks too as the go to person, and and that's going to require that you consume a lot of information. Okay, it twenty six years old when I moved to 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 the first six months I was there, fall asleep looking up at the pop corn ceiling. You know it, you know it, just Jud's just figuring out, like how do I break out of this? And about three months in working 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 cold calling dealer's I didn't know anything about training. I mean I had worked in dealerships before. I grew up in the business, like you know. I knew 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 go down. Go down swinging. That's and so I turned into a complete super freak. I mean every night, every weekend, I was so great, dude, I would fall asleep at night with ipod playing grant audio program in my ears. So I came up to that's it. Do completely, completely obsessed, okay, and all my friends were like, dude, you're crazy, 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 pushing and then I started seeing a result, and then I kept doing it and kept doing it and kept pushing and kept pushing in the results got bigger and bigger. 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 while we 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 that that 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 can possibly know about your business. You got to you got to develop an obsession for 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 start getting a result, that will feed you. You know, in the beginning it's tough. In the beginning it's really tough. You know, I you know. I started working here on making a hundred and fifty phone calls every day, getting just my teeth kicked in by dealers all over the country and and 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 when I really started getting motivated, because the success is kept stacking on top of each other. But it doesn't, ever, go in a different order. People always 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 got to 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 got to do, and I'm going to throw in step zero, which is willingness. 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 down to see what would happen was all triggered by your willingness to learn and to take action. And and I think that's truly the genius part of this whole thing, is that the dealers out there who are willing to do what it takes, you know, like the Hashtag whatever it takes man, those are the dealers that are really going to make things happen. They're the ones that are going to commit, write the goals down, they're the ones that are going to become the expert, they are the ones who execute like crazy fanatics. Yep, love it. My best my best clients are the ones where I talk to the GM's on a regular basis. Yeah, that's why I mean. And you don't talk anymore, because I'm just the independent guy that used to talk. I'd get jared's time all the time. Man, talk all day, man, I bounce my ideas off them. And now look at him. He's he's got bigger fresh to FRY. My little CD sets and book deals just don't feel it anymore.

Man, Rob Robert Wiseman, why are you doing? Why are you doing all the talking? If you do in the Internet? Oh, grant, stop that, man. I'm just I've been sitting back the whole time. Man, come on, man, you couldn't, you couldn't hold yourself back anymore. That's it. You know me, man. Hey, grant, so did you. Why are you pulling our leg with thirty five million dollar house? Man, but that you bought that house. Huh, you bought that house by House. I did buy, did you? The one you posted on facebook or right last night? Man, this interview is not about me, it's about jared. Right. Well, you jumped on, man, so I thought I'd ask you a question. I want to jump because I love you, Roberto Grant, that so much, man. You, Robert Wiseman, or the American dream come true. You are the perfect example of a great entrepreneur. Well, thanks, Graham. Go get her. Jeez, that's well, there's the orsement for last. Yeah, thank you and position. I'll send you a 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 in the bathroom or something. I'm as send you the deal man. Send me the bill. Send me the bill. I knew there's probably a bill for that nice endorsement 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 took I literally took the call, and let me get part of it. I want to be part of the interview. Die Well, listening. Great Time, Gus. Appreciate it. Take it easy, Bro Man. That was awesome. Jared full of information. I'm just going to throw people out there and tell them, you know, how they can get ahold of jared. I would strongly encourage you follow them at jared glant on twitter again, jared glant, VP of sales for card own enterprises. That was some crazy information. You know what, some some actionable insights for dealers that want to really kick things up a notch through training. We encourage you check them out. Also, every Thursday one PM, new episodes of young hustlers. Check it out triple W cardown Zoncom and yet make sure to follow grant ge. Hit Up grant and jared at Jared Gland, at grant card own on twitter. They did. They're getting that all over the place, so I figure I'd throw them that and make sure you, you know, subscribe to us on itunes please, you know, if you leave a comment and review us on there, that would be much appreciated. That helps us out. That lets us know you know that that 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 try to soak in that information. Man, jared's like me. He's full of it and he goes a hundred miles an hour. Was a nice surprise having GC jump on there at the end. There you go. Let's roll this thing out. Guys, thank you so much for listening in. We'll talk to you next time later.

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