The Dealer Playbook
The Dealer Playbook

Episode · 7 months ago

Jeff Morrill: How This Car Dealer Finds The Right Employees

ABOUT THIS EPISODE

Jeff Morrill is the co-founder of Planet Suburu and author of "Profit Wise - How To Make More Money In Business By Doing The Right Thing." He's a successful businessman with investments generating well over $100 Million/year. 

The secret to his success? Finding the right people. He has developed a unique hiring process that involves every member of his leadership team, and, as you'll hear has contributed to a thriving culture and profitability.

Noteworthy topics from this episode:

4:23 - Why is the hiring topic is something you are passionate about?

6:52 - Do you think people’s fear of making mistakes impacts the hiring process?

8:54 - Why is your hiring process is like now and what was it like what you were making your first hires?

19:53 - Encouraging employees to become CEOs of their own lives.

23:47 - What are some of the mechanisms you have in place post-hire that encourage a healthy growth work culture?

27:56 - How to provide a customer experience that keeps the business growing?

32:11 - It is easy to compare your movie to somebody else’s highlight reel.

Fortellis 

This episode is proudly sponsored by our friends at Fortellis. No two dealers operate the same way which is why Fortellis provides the tools to create unique apps that help your dealership meet the needs of the market while catering to your operations. 

Not only has Fortellis created an amazing technology platform that’s designed to make life easier for dealers, but they are also pouring back into the community with events like their dealer dev day. It’s a 3-day event that empowers attendees to network with each other to create smarter, faster, and better apps for the dealer community. 

Visit Fortellis.io to browse their marketplace of apps and integrations that will allow you to run your business, your way.

Hey gang, there are fewer things Iregret more than not investing in zoom when I had the chance. How was Isupposed to know there's gonna be a pandemic and zoom stocks would explode.Looking back 20 years from now, I don't want to have the same sinking feelingsitting on the sidelines knowing I could have jumped on another bandwagonsooner. luckily we know what the next big boom and retail automotive is andthat's why companies like four telus have provided the tools to createunique apps that will help your dealership meet the demands of themarket. You see no to dealers operate. The same way the beauty about four tellus, is that you can pick and choose the apps and workflows that help you meetthe demands of the market while catering to your operations, not onlyis foretell has created an amazing technology platform that's designed tomake life easier for dealers. They are pouring back into the community withevents like their dealer DVD. It's a three day event that empowers attendeesto network with each other to create smarter, faster and better apps for thedealer community. So my beloved DPB gang, the best thing that you can doright now is visit the four telus marketplace and browse through theirgrowing library of apps and integrations that will allow you to runyour business your way, visit four telus dot io to learn more. That's fourtell us dot I o welcome welcome to this episode of thedealer Playbook, a podcast that explores what it takes to create athriving career right here in the retail auto industry. I'm your host,Michael Cirillo, excited to talk about how to find the right people that willhelp grow your dealership business with none other than Jeff moral. All rightgang. It's no secret that the turnover rate within the retail auto industry ispretty darn high. In fact, I purchased a vehicle about a year ago at the timeof releasing this episode. And sadly none of the staff that helped me withthe purchase work at that store anymore. Lord knows where they are. And by theway, I'm not just talking sales person. I'm talking about. The sales manager isnot there anymore. The finance manager is not there anymore. I called recentlyand asked for one of the most helpful people that helped me with thatpurchase. They're not. Nobody knows where they are. But why do I bring thisup? Because it doesn't need to be that way. My beloved DPB gang. Are youhearing me? It's why we speak so much about the importance of culture,leadership in helping each other grow before marketing and sales software andwidgets. It's the people that make this industry great. And whether you want tobelieve it or not, that's the way it's going to continue to go. Sure, we gotself driving cars and people we want to inhibit, you know, inhabit mars, butguess what? We're going to inhabit mars...

...with people, people, you hear it,you're picking up what I'm putting down. So in the meantime, perhaps we candissect the hiring process so that we can each find and retain people whodesire to grow, who are innovative, who bring their best each day, who are on amission to provide the best service humanly possible for the people who areopening their wallets and giving us their hard earned dollars, the customer.I'm so glad to be joined by the co founder of Planet Subaru and author ofprofit wise, how to make more money in business by doing the right thing. Jeffmoral is a successful businessman with investments generating over 100 millionin annual revenue, 100 millie's. Okay. You understand what I'm, what I'msaying here, Jeff man, thank you so much for joining me on the dealerplaybook podcast. Yeah, I'm glad to be here and I feel at home among audience,the listeners who are familiar with the auto business and I'm looking forwardto talking with you today. I, I gotta, I gotta know because it's not every daythat you talked to somebody that's generating 100 million in annualrevenue from, from the business and trust me, I get it. Money is probablyour least favorite thing to talk about, right. But I gotta ask you why withthat kind of annual revenue spanning of a miscellany of industries, real estateand, and automotive, Why is the hiring topic? Something thatyou're passionate about? I think it's the magic that deliveredthe success that we enjoy today. I wish there were relying on thedealership financial statement that accounted for the enormous lossesincurred by having the wrong people or having your good people to part. Idon't know what that line would be called, but in the automotive retailworld, it seems like we, we obsessively track all sorts of metrics, you know,paper click on our advertising or hours per R. O. That our service advisors aregenerating, but we can never even begin to capture the size of the costs of nothaving the right people doing the right thing with the right tools. And wecertainly didn't at the beginning. I mean, the hiring process that we'll betalking about today that we developed was very iterative and it was designedbasically in response to all the mistakes we kept making. So I'll giveyou an example before we dig in too deeply. But we used to do one interviewand then we realized pretty quickly that that that just wasn't enough toget to get deeply invested in the person's ability to To really be on ourteam and serve as well. So we had a...

...second and we ultimately even add athird. So at each turn over the course of hiring several 100 people over thelast 20 years, we got a little better and they were still improving. Asrecently as a few weeks ago, we were developing a new process forinterviewing our apprentice technicians because we had a little more turnoveramong them last year than we thought was appropriate. And and we dug in andsaid, how can we, how can we reduce this? I love that. The first thing yousay is it was an iteration. Like we keep iterating based on, you know, thelessons we've learned are the mistakes that we've made. And I'm sure you'veseen it. In fact, I could assume for sure that you've seen it. People arejust afraid of making mistakes. Do you think that contributes to not iteratingon the hiring process? Yeah. I mean, I think whether we enjoymaking mistakes or not, we just do a lot of them. And Paulo cuello andauthor said that a mistake that occurs more than once as a decision and thatreally stuck with me because I realized that, you know, we we flub up all thetime. I mean in our personal lives, in our business lives, I mean mistakes arejust part of being human. And and the question we've got to ask ourselves is,what are we gonna do about it? Do we want to minimize those for the benefitof the institution or the benefit of our personal life? Or do we want tojust keep accepting them? And, and for me, they're just too painful tocontinue and we'll never eliminate it. I mean, we have turned out like I'dlove to tell you we have zero turnover that everyone that joins us stays withus to retirement. That's not the case. You know, for us, the exercise is howdo we keep driving that percentage down every year? I love that. Um, and it's so funny thatyou bring up that quote because just a few days ago, somebody else said thatquote and put it back on my radar after having not heard it for quite some time.And so I think it's so, um, I don't believe in coincidences. I believe indivine design. And I just think it's so interesting that here we are, having aconversation where you're sharing that quote with me around a topic that Ithink is so fascinating and one that we ought to be paying attention to. I lovethat you're drawing attention to the fact that you are continuallyexamining this hiring process. You said that, you know, we're looking at how dowe keep that number going down? Down down? So it sounds as though you'recoming up with constant thesis statements of okay, well if we addedthis or tweet this, perhaps that would create a decrease in turnover. But Iwant to ask you this going back if you can bring me back to when you were justdoing one hiring interview. Can you give, can you give me some insightsinto what that interview was like and...

...what you observed that made you want tocreate a second round of interviewing. There's an incident, I described it inthe book that I remember painfully and vividly because it mattered a lot atthe time that the cost of the mistake was high that we interviewed or Iinterviewed only, I was the only person involved and interviewed a man to joinour sales department very soon after we opened and we needed to scale up veryquickly. The dealership that we bought was bankrupt. Super super dealershipwas in Norwell massachusetts at that time we since moved it to hand over,But we need people, we needed them fast, we need good people and, and I reliedon my intuition and spent, I don't know, 45 minutes or an hour talking abouthobbies and pets and you know, where he had worked before gaining almostnothing of value from the conversation. I offered him a job on the spot. What Irealized later when he didn't show up on the appointed day and just ghostedme was that he was probably too nervous to to know what to do. He probablywasn't ready to commit to accepting the job on the spot and just said yes andwhatever his reason didn't follow up. So we had we really needed that personand we didn't have him. And and I started that was probably the firstincident. I remember where I said, OK, well what went wrong and what can we doto prevent this particular mistake? Like I knew that it was gonna take along time to to develop an entire process, but I was very focused at thattime. How can we just not do this again? So that was the occasion when we addeda second interview. And I think maybe simultaneously we also involve morepeople. I think I I started introducing candidates to my brother, even as busyas he was at the time, you know, just starting up a business, I made him, youknow, I got at least a half an hour out of them to sit down with candidates,and then that would later become our entire management team in thedepartment to meet the candidates. And and later after that, now the entiredepartment meets a candidate on the third day. So let me just back up andgive a little context before I close my mouth on this particular question andthat that the first interview for us now is usually with one or two managers,just to assess whether the person can meet that minimum threshold to meritthe additional investment of resources in trying to find out whether theperson is really suited for the job. The second interview if they pass thefirst is introduces a different slate of managers, maybe even from adifferent apartment. Like if we're hiring a technician, we might invitethe parts manager to participate because the parts manager needs to,needs to have input on the person that he'll be working with. Um in our caseit's a he our service manager is a woman right now, but when I say he andthen the final day, The uh we call a...

...shadow day, that's the opportunity forthe person to spend the whole day with us. So in the case of let's say anautomotive sales person, that person is going to join us on Saturday, come inat 10, hang around the showroom, eat lunch, interact with all the people inthe department that he or she didn't already meet. And and that's the thechance for our people to get a to get an introduction to that person and theopportunity to ask whatever questions we want to know the from our team side.And also it gives an opportunity for the candidate to ask the questions heor she really wants to know about the position that maybe he or she wasafraid to ask during the more formal interviews. And that day has reallyreduced the number of quick departures after hiring. It's solved pretty muchthat problem where people would join the team and then within a week orthree weeks or three months say, hey, this is, this is not exactly what Ithought it was gonna be. You guys are real nice and I like your model here,but it's just not for me. So those three interviews um together comprisethe heart of the process, wow, I I actually wrote down, wow exclamationpoint in my notes here, because you just touched on somethingthis shadow day really intrigues me because too often we rush through this hiringprocess. We think a body is better than nobody, but really we're trying to getthrough to that right individual who not only sees fit with the company, butthat the company sees a fit with and what you just touched on, like givingthem an opportunity, giving the candidate an opportunity to experiencethe culture, to experience their potential teammates to ask themquestions is a huge testament. Two demonstrating transparency in my mindbecause I can have a job posting all day every day that says great culture,great experiences, We have fun. We this we that but who better to sell thatinto reality than the people they're going to be working with every day.Because, let's be honest, we know employees talk to each other if they'reburdened by something, they're going to verbalize it to their coworkers. Ifthey're, you know, if they're happy, they're also going to verbalize it. Um,so I think that's so tremendous. Is that something that you um put, would put in a job post? Like,hey, this, this is what the process looks like if you want to come workwith us or when you apply. So great, thank you for asking that because let'sgo back upstream a little bit. You know, we're kind of in the middle of theprocess. I think hiring begins even at the division level for a company todecide the kind of people that the company wants to attract and then thatmoves in terms of how you're going to...

...phrase the text and the recruiting ad.You know, if you want to use the term sales ninja, you're going to get adifferent kind of candidate, then then what we use, which would be somethinglike, you know, there's no experience required. We invite people who have aninterest in sales to check us out. So, so the language of the recruiting adhas as you know, a significant impact on, on how you communicate with peoplejust to go down a quick rabbit hole. I think in so many cases, businessesforget that the candidates a really big part of the hiring process, like it'sjust not all about us. We need to make sure the hiring process is designed tomake the candidate of partner along with us because we really, as Imentioned before those, those departures, I don't want someone that'sgoing to stay with six months we try to hire to retire, so we want to findpeople that are gonna help us weed themselves out if they're not right andand we can only see so much over the course of three interviews and someinteractions via email and phone calls in between. We need the candidate to toreally understand what they're coming into so that they can help us, you know,make a good decision. So so to come back out of that rabbit hole, let's goback to the process itself after we run that ad. And uh I should mention we useuh the text of our ads is on my website. You have moral dot com. So if if youhave listeners that are interested in seeing the way we write our ads, thenthen you know it's all all free and available there. But we we inviteapplicants to email a cover letter and resume. And we're much more interestedin the cover letter than we are in the resume. And it's not that we don't carewhat they've done because it's relevant. But the cover letters, the opportunityfor a candidate to distinguish him or herself. And in ifhe or she doesn't even attach a cover letter, that's pretty powerfulstatement that they didn't take even the minimum level of interest in.Following are pretty simple instructions to join us. And sometimeswe get people that will say things like I did research about your company. Icalled um a family member who had bought a car from you. I spent an hourand a half on your website and we'll identify the things in our companyvalues or the the approach we take, the culture or or sales model. They'llactually call those out and identify them as reasons for applying. And thatperson rises to the top of the pile. Even if they don't have the experiencethat, that you would hope that they would give, we'll take a college gradthat's never sold anything. Um, Who would, who would send us a cover letterlike that compared to someone who's been selling car for 15 years. You know,probably the wrong way at the risk of...

...importing bad habits to our company. Soanyway, to, to finally get to the specific question you asked when wereceive that cover letter and resume, we respond with a list of frequentlyasked questions this list on my website too. You can see exactly what what wesend back. That has all this information, what the process is. Like,who you'll be meeting with, how many interviews there are, what we expectyou to do. It as our mission statement as a company. It talks about thecompensation, some detail about the pay plan, the hours involved and again wewant that candidate to be a partner with us in this process. And the morewe can educate the candidate upfront, the less likely we are to have to spenda lot of effort later explaining all this stuff and the last risk there isthat the person ends up quitting because they didn't really know whatthey were getting themselves into. Yeah, I think this is tremendous and um all of that to to suggest also forthose listening that this um demonstrates upfront that they areabout to enter growth environment, an environment by which leadership isconcerned about their growth. And if if you've taken the time to detail to thisextent what the hiring process is going to look like for them and they don'teven work for you yet. Imagine the signals that that is sending to thecandidate about what they can expect post hiring, that you are concernedabout their growth, that there will be milestones and goals that youcollectively work on. You use the word partner a couple of times and I pick upon that, which is vastly different than employee. A team member. No, you'reyou're a partner here. And, and I think that just that sends a signal of itselfthat while you will work within this environment, we are encouraging you tobe the ceo of your life. Sure enough, I think there's so muchcompetition for the best people to that. We need every opportunity todifferentiate ourselves and and for the people listening, you know, they have aresponsibility to communicate In every way they can, why someone should workfor them instead of responding to the other. Gosh! In the Boston area 25solicitations for for sales people. I mean it's just competitive out therefor talent. Even even during this covid here where we're talking now withunemployment higher than it was pre covid. We're still still trying to towork. I mean we really have to work hard to find, find good people and it'shard to say credibly to someone we care about you as a person joining ourcompany unless you can find a way to really communicate in terms of howyou're treating them. How does um I've learned that. I mean we're talkingabout hiring but I'm taking notes about...

...leadership here. Um Recently a friend of mine reachedout and said and this was on linkedin and they asked me in a direct messagewhat my opinions were about how to determine if the leadership at anorganization is worth following. Before even going through the troubleof applying to work there. They were looking at making a career shift andthey asked me who I believe so deeply in leaders. Leadership and I believethat the best way perhaps to determine if the leader is worthfollowing is because they don't create followers, they create more leaders, right? Um and so that was my opinion.But everything that you're talking about here is a testament to leadership.Why would I even care about creating a hiring process? This is one of thosethings that it's like, I just turn on the turn on the the ads and let's seewho we get and then we gotta get five sales people on the floor. So let's getthat. And we got to do this and now we got to make up for it and then we don'tdo training and we don't do anything like this is a leadership thing, in myopinion, it's also a culture thing. But circling back to something you saidearlier, Jeff, which has fascinated me for quite some time, is the fact that Ican't see on A P. N. L. The effect of a good culture um in my workplace. I can see thatemployee a earns 65,000 a year. What I don't see is the cause and the causeand effect of them being unhappy with where they work or being happy withwhere they work. But we know that that does definitely factor. For example, I I saw I had someone on the show kateBush who believes in creating happy work environments and she speaks to theimportance of creating a culture of or creating an environment wherebyemployees can be happy because it does have a correlation to um what youtalked about, which is profitability. We know that there's a multiple onsomebody's salary. So for example, I think she said there's a one point A1.6 multiple on salaries for unhappy employees. So in other words, ifthey're making 60,000 a year in salary, we know that due to inefficiencies, howslow they are, how on, you know, unbuttoned they are that that $60,000employees actually going to cost you almost 120,000 a year just because ittakes them so much longer to do stuff and they're not doing it right andthey're making mistakes. But the same is also true if they're happy, youactually decrease that, you know, because you're getting so much more outof that individual. Can you speak to some of the mechanisms you have inplace post hire that encourage a healthy work culture or a growthculture?...

Yeah. You know as you're, as you'retalking I'm reminded that those words by Bruce Cameron that not everythingthat counts can be counted and not everything that can be counted counts.I think there are some things in business that there will calmintangibles that are really important to the success of the business but areare just, they're just no metrics that up for them and I'll give you anexample. Um you know, we have we're very well run dealership I'd like tothink but but you know we're not perfect and of course and recently wehad a long time technician leave and during the exit interview, one of thethings, it wasn't the only reason he left, he was a great technician andalmost cried when he left because he was such a such a planet person. Butone of the things he said is that he was very neat and tidy and he left hera dealership that had just been renovated and he said you know it just I justdidn't like coming to work every day with everything so messy. And so wewent out in the shop and we looked around my managing partner dale and Iand we walked around we're like wow you know this our facility is now about 20years old and we did some light renovations to the shop some years agobut it was just dirty and so what we've done is we've we're going to replace upto eight ft the you know from the floor up to eight ft with diamond plate whichis like jury to technicians. I mean that it's gonna when it's all done it'sgonna be um it's gonna be beautiful and we didn't do that for the customers.You know, there are things we do to upgrade our facilities for customers.This wasn't for the customers. And and we're doing some other renovations.We're adding some lifts and making the facility run better for our technicians.Because we want to make sure that it feels like the major leagues foreverybody coming to work every day. And if you're playing for the boston RedSox for instance, you don't go into a dirty locker room. I mean when you walkinto the locker room at Fenway stadium, I mean it looks like you're in themajor leagues and that's that's kind of facility we want to have for our peopleand of course for our customers too. So I think it's a million little things. Imean if it was just as simple as writing one paragraph about what youhave to do to hang on to your best people or to create a healthy culture.It's it's a million things. It's like I said before with hiring, we we invitethe entire team to meet candidates are coming in. So that's that's a messagefrom us to our to our team that we care about their opinions. We want to makesure that people don't just show up. And so there there are things like that.I mean when there when there are issues we try to resolve them. You know, it'sjust it's it's a very long list I guess culture leadership, you can think of aslike brick walls that it's it's a...

...million bricks and you can miss a few.But if you miss too many of the wall falls down. I love that. Um it makes methink of how full circle this all comes because if I am attracting, I love howyou say it on your website to what we're trying to convey here is that youcan design a magnetic, straightforward hiring system that attracts and retainsum, top talent partners, productive teams that share the values, themission that are innovators that are showing up every day, feeling like whatyou just said that they've arrived at the big leagues. But then there is adirect correspondence between that too, The experience that your customers aregoing to have, there's a direct correlation to youremployees or your team or your partner's, however you refer to themproviding an experience that keeps the business growing. Like this is not oneof these pie in the sky things that you're like, okay, well now I just havea great team. That team will in fact translate to profitability. Is thatwhat you've experienced? Oh, absolutely. And as you, you know, at the beginningof the episode where you're describing situations where customer comes backfor his or her first oil change and can't find anybody that was involved inthe original transaction. I mean that does not increase the likelihood that acustomer is gonna send friends or family, Who do they send them to you?Just like go to that building. I mean that's not the way referrals get done,referrals are hey, there's this lovely salesperson at planet Subaru. She'sbeen there 10 years, her name is Lori and I've bought three cars from her andshe's wonderful go see her. And that's the importance of creating anenvironment where your best people want to stay because you get a flywheeleffect. You know that the the environment is a positive one foreveryone there because you have people that get along and enjoy coming to work.The customers enjoy it so they want to keep doing business with you, whichmeans that your people can earn a really good living and don't want toleave or take their chances trying to make a few bucks more an hour or a few$1000 a year somewhere else. Now, let me ask you this. Obviously what camefirst? Were you in real estate in telecom and insurance and stuff likethat before Planet Subaru or was Planet Subaru? Kind of the catalyst to your,to your portfolio? Yeah, the car business was the first thing I wasworking at a Volvo dealership out of college because I couldn't find anyother job I got, my first job was being a service advisor. So those, that's theskill set that I acquired and my brother completely coincidentally, Iwon't worry with the story year but unrelated but coincidentally wasworking for Forward Motor company. So together we said, hey, you've got thewholesale side. I've got the retail side. Let's see if we can, we can dothis, that's how we started. And then what I found is that once you have cashflow and it took us a long time to...

...really get the business started, therewere a lot of lonely, difficult years in there and, And maybe maybe after 10,12 years. Finally you get your debt down to a manageable size and you havesome cash flow that you can start doing some fun things with. You don't need asmuch leverage so you're, it's much easier to buy. Uh, excuse me, it'seasier to take out loans, it's easier. You have so many more connections. Likethe second dealership we bought was on a phone call, our bankers said, heythere these guys are in trouble, you wanna, you wanna jeep dealership, itwas that easy. The first one took us years of, of legwork and trying to getpeople to return our phone calls and and the second one that was a phonecall to us and it was, it was put together in weeks, so the more you geta momentum going, but I'll tell you for anybody starting out in anything andI'm experiencing the same thing and publishing, you know, this is my firstbook and to try to get that free train rolling again, whatever industry you'rein that, that first part is a lot of work and I, I really appreciate thatyou're not sugar coating the journey because especially this day and age, Idon't know if you've heard of this new app clubhouse. Yeah, Everybody on thisapp is a flipping 89 figure entrepreneur and they, I was homeless and then ISigned up to sell things on Amazon and now I do eight figures a year in 18months and you're like, now that might be true. Um, but then their message just lacksthe sincerity of, hey, look, I made a crap ton of mistakes and it was trialby fire. And so I just want to, you know, I want to express appreciation toyou for saying, look, things do get easier once you've got cash flow. Butto say like 10, 12 years of getting there and the loneliness and theperhaps fear. These are all things that I can relate to as an entrepreneur andbuilding my business. It's easy man. I didn't plan, I didn't know wewere going to, but it's easy to compare your movie to somebody else's highlightreel. Yeah, it's a great way to describe it. Yeah, because you're not aright, you read the, the article and income magazine or entrepreneurmagazine about how the, how the business is thriving or whatever, whatyou don't see is the lawsuits along the way and the, uh, the struggles with thefamily. I mean it was, I don't have kids, but it was really hard in my life.Um, to, to relocate. We bought, we had to move from our native Virginia toboston to buy the business originally and She had to leave a lot of friendsand a career that was really working out well for. So there, there are a lotof sacrifices along the way and, and just to pile on a little bit more tothat in 2018. I pretty much couldn't, I...

...couldn't do it anymore. One of thereasons that I wrote the book as I was ready to, to shift years, fortunatelywe had built a great team around the dealerships, but I actually, I'mtalking to you today from Charlottesville Virginia. I'm a refugeefrom my own businesses because it was, it was more than I could handle. Um, itjust, it just took its toll on me. So fortunately I saw it coming and put thepieces in place to, to make sure that we could keep the dealership in thefamily and to make sure that we didn't have to sell the businesses tocompanies that wouldn't take care of our people in the way we demand thatthey were taken care of, but, but it takes a lot out of you, that's for sure,yeah, entrepreneurship is not for the faint of heart. Uh, but you know, Ijust, I appreciate that and, and the vulnerability of it, which to me is acharacter trade. It's a characteristic of great leaders. The fact that you'reeven, you know, saying sitting in front of me now saying, yeah, I'm gratefulthat we're, I'm aware of where I'm at. But also this deep rooted stewardship I think is the word I willuse for your people. Hey, we're not just going to give this, that we'regoing to keep this in the family to make sure that it just doesn't get pondoff to somebody that's not going to take care of these people. I think justis so, so tremendous. I have thoroughly enjoyed this conversation.I'm so glad that we were able to connect. But I, I guess it's my lasttwo questions um, where can those listening get a copy of your book andalso how can they connect with you? It can do both at Jeff moral dot com. AndI'll point out too that that if someone's not completely sold on buyingthe book yet, that's okay. There are a lot of resources that I alluded toearlier, that are available to business owners to operate their businesses in apro social way. And that's, that's the whole point of the book. And thewebsite is I wanted to have resources for the people who wanted to do theright thing. We wanted to improve their communities and earn a good living atthe same time. Man, you can get more of the show notes and any links mentionedin this podcast episode by visiting triple W dot the dealer playbook dotcom forward slash Jeff dash moral M o R R I L Jeff. Thanks so much for joiningme on the dealer played with podcast. Thank you Michael, I'm Michel Cirillo. And you've beenlistening to the dealer Playbook podcast. If you haven't yet, pleaseclick the subscribe button wherever you're listening right now. Leave arating or review and share it with a colleague. If you're ready to make bigchanges in your life and career and want to connect with positive,nurturing automotive professionals, join my exclusive DPB Pro community onfacebook. That's where we share information, ideas and content thatisn't shared anywhere else. I can't...

...wait to meet you there. Thanks forlistening. Yeah.

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