The Dealer Playbook
The Dealer Playbook

Episode · 7 years ago

Rory Vaden: Procrastinate On Purpose


Our guest

Rory Vaden, MBA CSP is Cofounder of Southwestern Consulting, a Self-Discipline Strategist and an Internationally Renowned Speaker.

His first book Take the Stairs was a #1 Wall St Journal and #2 New York Times bestseller. His new book Procrastinate on Purpose is the first book ever to focus on the emotional side of productivity and it presents 5 methods to literally multiply your time.

Session Preview

- Why everything you have learned about time management is wrong.

- The difference between good and bad procrastination.

- How the most successful people multiply time


Get an advanced copy Rory Vaden’s new book click here.

Rory Vaden's Website

Connect with Rory Vaden on Twitter  

Connect with Rory Vaden on Facebook

Rory Vaden YouTube Channel 

Help DPB out and write a quick review. Click here. Will only take a minute. We really appreciate it and want to hear from YOU.

Your Turn

Make sure to Click here to subscribe to “The Dealer Playbook”and sound off in the comment section below and let us know whats going on out there!

Looking to take your dealerships web strategy to the next level? Click Here: 

Connect With Team DPB

Connect with The Dealer Playbook on Facebook here.

Check out Michael Cirillo's blog here.

Check out Robert Wiesman's blog here.

Connect with Michael Cirillo on Twitter here.

Connect with Robert Wiesman on Twitter here.


You're dialed into the dealer playbook podcast, where it's all about winning auto dealer strategies that deliver proven results. Andnow your hosts, Robert Weissman and Michael Sirillo. Hey there, and thanksfor listening to episode thirty five of the dealer playbook podcast. My name isMichael Serrillo. I'm joined with Y'all know them, Robert Weisman. How youfriend? Hey, he's here. Awesome, we're we're super, super excited abouttoday's episode. Actually really, really excited. Yeah, pumped. Youknow, we have an opportunity to sit down with a New York time bestselling author, Mr Roy Vaden. You know you'll hear more about him inthe upcoming segment, but you know he's really cool. He's written this bookcalled procrastinate on purpose, and that sounds so weird at first listening, Iguess, to hear that, but he you're going to hear him explain how, inside of your role at the dealership or whatever it is that you're wantingto accomplish in your life, how there are certain concepts that you need tobe aware of that haven't been kind of traditionally talked about when it comes totime management. So we want to jump into our discussion with Rory Vaden.Thanks to Sean Bradley for the introduction. Certainly appreciate that. This was wellworth it and we know that you're going to have just a ton of takeawayslike we did. So let's do it. Let's jump right in. All right, our guest today is co founder of southwestern consulting. He's a selfdisciplinestrategist and an internationally renowned speaker. His first book, titled Take The stairs, was Number One Wall Street Journal and Number Two New York time best seller, and his new book, procrastinate on purpose, is the first book everto focus on the emotional side of productivity and it presents five methods to literallymultiply your time. We're so glad to be joined by Mr Rory Veden.Thank you so much for being with us today. Hey, Robert and Michael, thanks for having me. It's good to be here. So so excitedhow this this kind of came together really quickly. We were talking pre show. We're grateful for the introduction by Sean Bradley, WHO's an associate of yoursand ours, you know, but so glad to have you here and superintrigued by this new book procrastinate on purpose, because I think, you know,it really fits in well with some of the things that we talked abouton the show, which is essentially just how to get more out of ourbusiness, how to get more out of our individual day to day business effortsso that we can see more profitability. But you know, from what Iunderstand this, this book kind of came together unplanned and it really just kindof was an evolution from your previous book,...

...right. Yeah, you know,take the stairs, when it came out, really kind of tackled classicprocrastination, and in Classic Procrastination is consciously delaying when you know you should bedoing and so that's what the take the stairs book was all about. Itit was about how to make selfdiscipline easier, how to overcome procrastination and how todo the things you know you should be doing when you don't feel likedoing them. I take theirs. But there was a little couple paragraphs inthe book that we talked about some new types of procrastination that we see reallydeveloping in a lot of our coaching clients, and one of them we called,we we coined this term priority dilution. And priority dilution is different than regularprocrastination because it's it's it's like it's unconscious, and what happens is weget pulled. Unlike classic procrastination that affects kind of, you know, Imight be somebody who's lazy or disengaged or whatever. Priority dilution affects somebody whois trying to be successful, they're trying to be a mover and shaker,but they get pulled in a lot of different directions than they have kind ofurgent fires that consume their attention or in some cases, they'll create stuff forthemselves to do so they can avoid doing the things they really need to dobut that they don't want to do. Okay, so, and that almostkind of sounds like Superhero Syndrome where sometimes we read do everything all the time. Yeah, yeah, but it forces us to not focus on perhaps thethings where our energy would be most useful. So there's like two sides. There'slike the Jedi side of procrastination and then with our side there's good procrastinationand bad. Right, there's two other there is there is that's that's afunny way I put it, because you know, obviously the first you know, take the series of about overcoming procrastination and then the title of the newbook is procrastinate on purpose, and it's kind of like, well, isn'tthat a discneque will not really procrastinate on purpose. Is the Jedi side,and it's basically, how do you say no to the things that don't matterso that you can say yes to the things that do? And that's whereyou're kind of flipping it and using it as as an advantage to learn howto put off the insignificant things so that you can focus on the things thatreally really create the result that drive your business. Okay, so what Ireally like about this? You know, there's a sentence you talked about inthe book. Everything you know about time management is wrong. Now we're bigtime management. We subscribe to the Stephen Cubby method of time management with thefour quadrants. What what would you say is the biggest myth for those listeningin today? What's the biggest myth? That people have an understanding time management? Well, there's a bunch of them. And and we didn't, you know, we subscribed previously to all the...

...things you know that you just mentioned. And and spend a lot of time reading. You know kind of whatis out there. And but there's two really cool things and we'll probably beable to get into a little bit of both of them here on this butthe first one that everything you read about time management is logical. It's allabout calendars and checklist hips and tricks, tools and technology, the new APPS, you know, a better way of organizing your office, or flow chartsto help manage you know, or plan your week out on Sunday with aletter by all of your most important tasks, right, and it's literally for decades. That is what has been said and written about time management. Buttime management today isn't just logical, it's emotional, because when you have moreto do than you can ever get to, then the emotional dynamics start to playand right we have guilt. There is this this guilt that we feelin the tension between wanting to do a good job at work and maybe needto stay extra or work, you know, work on the weekends or whatever,and also being at home to root of the family. We have afear of telling people know and sometimes we end up saying yes the things thatwe don't want to do just because we're afraid of saying no and we getstressed and we have anxiety and this, all of these emotions that have asmuch to do with the citing how we spend our time as anything. Andyes, the human element of productivity has has been virtually ignored, completely ignored, and that is where the subtitle of this book the five permission to multiplyyour time. That's where permissions comes in. It's about how do the most effectivepeople in the world. What we realized that is that they subconsciously right. They didn't, they didn't even know this, but after spending time andprofiling then, and we coach about nine hundred people one on one actively rightnow in our country program and and we started to notice that they had developedcertain sort of emotional strategies that enable them to do things and focus on thingsthat others of us can't. And so a lot of times it's our emotionsthat pull us into the urgent, that pull us into the busyness, andthere's there's almost like up feeling that we get from achieving trivial things. Here'sa great, great example. If you've ever have you ever completed something thatwasn't on your to do list, but then you wrote it on your todo list just so you could cross it off afterwards? No, not atall. And and we do that right because there's an emotional sense of accomplishment, and that's a that's an important thing to realize, is that there's there'sa logical reason why we would do it right. It's emotional and and andso that's that's one of the major things...

...that has been completely ignored. Okay, so, and I love that you brought up the subtitle of the boat. Five permissions to multiply your time. This really intrigues me. How isit? I mean, how is it possible to multiply time? Okay,so, so, very good. So let's talk a little bit of DrCutty, since you guys are Dr Cubby guys, because obviously the late DrCubby, I mean one of the most brilliant thinkers of all time. SevenHabits of highly effective people literally changed the world. I mean twenty five millioncopies. It's got to be the most seminal work on productivity ever. Andyou know the four quadrants that he talks about, the four quadrants of timemanagement in there, or the time management matrix is what he calls it.I don't think I've ever taken a productivity course where somebody hasn't ripped off likeDr Cunty for quadrant right and been teaching it, because it's so pervasive.But but here's something to think about. That book was written in one thousandnine hundred and eighty nine. Think about how different the world is today fromone thousand nine hundred and eighty nine. I mean there's no real internet,it's like there's not cell phones, there's no social media. I mean theworld has drastically changed and yet most of us are still trying to solve today'stime management problems with yesterday's time management strategies and and Dr Cubby's, you know, the to you use, the time management matrix. He basically introduced,I feel see like single handedly he brought in this era of prioritizing your timeso previous to him that if you kind of do like a little history lessonon time management theory, right in the S and six and the fifties ands is kind of where time management as a body of work kind of startsto develop. And it's all about one dimensional thinking, which is efficiency.That's all about managing your time by being more efficient. How can you fitmore in by doing things faster? Well, and Dr Cony comes around. Heshows us how to prioritize our time, which is basically how to score ourtask and wait our tasks based on urgency and importance in his case.And and so for the last three decades, well, two decades, I guess, the word we have thrown around, the word prioritize, as like theend all be all to the all time manage for problems. You know, we say, you just got to keep your priorities in order, oryou know your priorities are out of line. And here's the thing. There's nothingwrong with prioritizing. Prioritizing is still as relevant and valuable as a skilltoday as ever before. But there is a massive limitation to prioritizing that nobodyhas ever talked about, which is that there's nothing about prioritizing that creates moretime. So all prioritizing does is take out a number seven on your todo with and push it up to number... Yeah, so still havethe whole list still waiting in the way. It's right. You still have awhole list and you haven't created any more time. It's more like you'veborrowed time from the other activities to focus on that one first, which iswhich is good, assuming that that is the most important. But the waythat you multiply time is different. Multiplying time is about creating time and andmost people, they stay hear that phrase multiply time and they think it's sortof like a gimmick or something that is sensationalized, and there's nothing about itthat we are stationalizing. Most people think of time as finite, and itis true. Inside of one day we all have the same amount of timein twenty four hours, fourteen hundred and forty minutes, eighty six thousand fourhundred percent. But multipliers get outside of the constructor today and they sink longerturn they think about tomorrow and the next day and the next day and thenext day and they make what we call the significance calculation. So if importanceis how much does something matter, then urgency is a part of the importancecalculation and urgency is how soon does this matter? But the significance calculation isa new third dimension. It's a third calculation which is how long is thisgoing to matter? And so here in one sentence, is how you multiplytime. You multiply your time by giving yourself the emotional permission to spend timeon things today that create more time tomorrow. MMM. So it's all about howyou use your time today. And most of us, I actually justwrote a blog a few days ago called it was like the dangers of usingto do with. Most of us used to do list and we put themtogether by asking the question, you know, what is the most important thing Ihave to do today? And so what that does is it causes usto evaluate, how much time do I have available today? What are allthe tasks that I could get done today, and which one is the most importantto do? And it seems like that is is good thinking, andit is. There's not. It's not like that's wrong, but it's notthe way that multipliers think. It's not the way that Richard Branson thinks.It's not the way that people who create explosive, exponential result they how theythink. What they think is not what's the most important thing I have todo today? They ask the question, how can I use my time ina way today that creates more time or more scalable results tomorrow? I lovethis and it's a it's a huge different it's a subtle distinction in the question, but a huge, massive difference. This resonates with me because a lotof what we talked about when we consult with deal ships throughout North America andnow actually globally we have some customers. A lot of what we talked aboutis a similar concept, where it's like,...

Hey, you can take actions todaythat will actually, you know, pay you kind of an automated dividendin the future. So it's Hey, what do you want to spend yourtime on? What do you want to spend your time on doing something todaythat's going to, you know, make the process moving forward so much easierfor your streamline, for you, or do you want to just keep goingday by day feeling like you're, you know, you've got a chainsaw inyour hands with a big ice cube and no matter how much you shave off, it never looks like what you want it to look like. So Ilove this and I love this almost kind of leads into automation a little bit. Yeah, so there's there's a there's a huge number of applications here todealership and automatically is a good one to sort of talk about because you know, if you look at a dealership and you go how do you multiply timeand a dealership? Well, it's pretty simple. First of all, there'straining, right, if it's giving yourself the permission to invest time into trainingsomebody today so that tomorrow they can compete a task for you. You know, let's say you're the there the GM or you are, you're the youknow, the dealer, you owner. It's and it's spending that time intraining, whether it sales training or or back office training. But but theother one is systems. Right, it's to technology to manage to keep upwith your client relations. Excuse me, it is. You know, howare you how are you placing, you know, your advertisements online? Howare you tracking your social media engagement? All those, all of those differentthings inside of the constructor. Today you go, who has an extra threehours open in their calendar to sit around and and play a play on theiryoutube channel, and it's like right, we don't, we don't. Butif we can, if we can spend some time to make that system,whatever it is, work, then tomorrow it's going to generate leads and incomingbusiness that wouldn't have been there before. And it's working twenty four hours aday, seven days a week, out there capturing leads and bringing them intothe dealership. Awesome. You. You know, speaking of automation, thatthat chapter in the book is quite powerful and you have an experience, alesson that you learned inside of a coffee shop. Can You? Can youshare that with us? Yeah, so I'm fitting with one of my oneof my good buddies and probably one of the wealthier people that I know personallyand have to have a real relationship with, and his names Darren Hardy's an authorand he's a published the publisher of Success Magazine and Anyways, Great Guy. I'm sitting with Darren at this starbucks, if that card us by the sea, which is like San Diego. Areas close to where there and listand it dawns on me, you know, we're waiting at starbucks and it's likerolls, rolls, rolls, royces driving by and you know, Maserati'sand it's like it's like a car show here at starbucks. And I Iasked him, I sit in there,...

...what do you think is the differencebetween the richest people in the world when it comes to money and everybody else, and he basically goes on to tell me. He goes all Roy,there's these three different types of people in the world and if you could,if I could go into starbucks right here and I could hear the way thatthey were thinking, I could tell you which people would be rich in whichone's wouldn't. He said. The first type of person, let's call them, they may probably reflect the lower middle class. They are people who aregoverned more by emotional impulses and they would walk in and they would say,you know, do I want this five dollar copy? Yes, and theirquestion would be what do I have to do to get the copy, andthey would fake for it. They might borrow money from someone, they stealthe coffee, they put it on credit. They're just kind of a rational andgoverned by impulses. The middle class person would walk in and say doI want the size dollar copy yet, and then their second thought would bedo I have five dollars? And I said, well, it seems fairenough, and it is, and that's very normal. But the way awealthy person thinks is completely different, he said. A wealthy person thinks longerterm and realizes that if they spend five dollars on this coffee. That's fivedollars. They're not investing, and a wealthy person that's familiar with compounding inchers knows that five dollars invested today at say, ten percent for the nextthirty years would be worth about fifty bucks. So a wealthy person walks in asit's what I want, this five dollar coffee. If the answer isyes, their second question is not, what do I have to do?Because coffee, and their second question is not do I have five dollars?Their second question is, is this five dollar coffee worth fifty to me thirtyyears from now? MMM, it's a completely different way of thinking and andand that is what multipliers do notice. That is the significance calculation. That'sexactly a perfect example what we're talking about, about making the long term calculation overof how how does this play out over time? Well, anyways,you might be going, okay, we or why are we talking about andinvesting and money and compounding interests? What does this have to do with anywell, here's the thing that hit me like a kind of bricks as Iwas typing the book, like literally, as I'm writing it out, ithits me automation is to your time exactly what compounding interest is to your money. Automation is to your time exactly what compounding interest is to your money.Anything you create a process for today save you time tomorrow. That's how itmultiplies time. So automate is one of the five, the one of theflat permission in the book. But just like compounding interests, works twenty fourhours a day, seven days a week. It never stops. It's always worthworking. So does automation. So you may not have you might thinkyourself, I don't have the money just... set up a new crn system, or I don't have the time to do it, but the reality isthe people who say that are almost always in neglecting the significance calculation. Itis true that you maybe don't have the time or the money, to theenergy to set it up today, but when you factor in the long term, you go you you can't afford not to do that, because every dayit's going to cost, going to be painful, little bit on the frontand sure, but every day thereafter that that system is doing that work foryou. You're you're getting a return on your time invested, or a returnwe call our OTI and that is like compounding interest in time. We saya lot that time is money, but time is not. Time is notmoney. Time is worth way more than money. Just like money makes itselfinto more money, automation makes time into more time. It literally multiplied.Okay, this is so powerful because, I mean, you know, inpast episodes of the show we've talked to our guests about the importance of comingup with processes and, and really I mean that ties into this, thatif you have a process in place, you know, it becomes that automationof time and then it leads you to the multi supplication of Time. ButI know there's so many dealers, whether it's dealer principles, salespeople, managers, general managers, whoever, who are struggling today to know what they cando to automate their time or to get more out of their time. SoI love this concept. You know, and from what I'm understanding here,roory, it really comes down to putting processes in place so that there iskind of that automation effect. Right, absolutely, absolutely, and some ofthem can be technology driven and some of them can just speak kind of,you know, a process that you have or how you follow up with eachnew customer, how you follow up with each new webbing query? Right,I mean it's just about having the process. Plus, if you have the process, it saves you thinking time tomorrow. You don't have to think about howto respond to that thing when it happens because you already you've already thoughtthrough it and you're going to repeat that process over and over right. Ifeel like this conversation with you is so timely because literally in the last Oh, I don't know, about month, where I felt like I was sufferingfrom the worst Superhero Syndrome of my career, where I felt like I was theonly one that could do certain things and I could not, you know, you find time to myself and I'm working from six am to two inthe morning for, you know, the last ten years or thereabouts. Ihad a conversation actually with Sean and he talked about this concept and I'm guessingit's come from a well, I mean he's very, very, very wellversed in this stuff, but I imagine he's had some conversations with you,because it sounds very, very similar. And that was, you know,putting processes in place so that you can...

...kind of take a step back andand you know, I can say for myself, you know, this wholeconcept of automating your time has really helped me personally, you know, beable to do so much more and actually focus my energy where it was moreworthwhile. But this also leads into one of my my last few questions herefor you, which was this big takeaway about delegation. And I know alot of people listening in, just like me and just like the millions ofother people out there, have problems with delegation. Can you, can youjust talk to us a little bit about the emotional dynamics related to delegating asthough, is a great one, because if you ask the average dealer principle, or just the average person, average business owner, anybody who's trying to, you know, achieve something that matters, if you ask them a question,you said, are there things that you're doing in your life, personallyor professionally, that somebody else could be doing for you, that somebody elsecould be trained to do for you, do you think they would say yesor no? Most of US say yeah, right, don't say of course,and then and then you say, okay, why haven't you spent atime to do that? Why? Why aren't taught something to do it all? But the number one response that we would hearse people say, well,I just don't think they would be able to do it as well as Ican. For the old classic, the old classic will by the time Ishow them how to do it, I could have did it four times over. Ding, Ding, Ding. That's me. And so here's the thing. When we say those things, either and they won't be able to doit as well, but I can, or in the time it would takeme to train them, I could have already done it. That is theclassic example of somebody who is absent the significance calculation. That's a difference betweenwhat keeps them stuck and kind of always repeating the same pattern of always tryingto do things efficiently and trying to move faster and faster and faster, butnever creating exponential result and a multiplier. And it comes down to their emotion. So the emotion that that is that play here is perfectionism and and mostof us have this, this kind of this need to feel perfect in thisneed to control everything, and so it keeps us from delegating, because thereality is, if you delegate something to somebody. They might not be ableto do it as well as you the first time, maybe the second time, maybe the first ten times, but pretty soon, when you make thissignificance calculation, you realize that sooner or later, not only are they goingto be able to do it as well as you could, they're going toget to a place where they could do it better than you could, becausethey're going to be more special, is because they have fewer things going onthan you do. Then you have delegated that to them. And so thepermission here is the permission of the imperfect.

The permission with automate is is thepermission to invest, and the permission with delegate is the permission of theimperfect, because the the the run the mask. This is a quick example. So let's say. Let's say it's a five minute task in in procrastinateon purpose. We talked about in the book something called the thirty ext ruleand a thirty x rule says you should spend thirty times the amount of timeit takes you to do the task yourself once training somebody else to do it. So here's what's crazy. If it takes you five minutes to do thetask, the thirty x rule would say you should spend as much as ahundred and fifteen minutes too, almost two and a half hours. Right,thirty times five, a hundred and fifty minute, almost two and a halfhours. Now, initially, when you first hear this, you might gorory. That is insane. Why would I spend two and a half hourstraining somebody to do a task that takes me five minutes? And the answeris significant. The answer is thinks like a multiplayer. Because if it takesyou five minutes a day to do that task, let's say there's two hundredand fifty working days in a year. That means you're going to spend onetwo hundred and fifty minutes over the course of one year doing that five minutetask. So instead of spending on twelve hundred fifty minutes doing it yourself,you're going to spend a hundred and fifty minutes training somebody. So you're goingto have a gain of one hundred minute. Now, if you do this mathematically, you invest a hundred and fifty, you get back one hundred. Thatis a return on time invested of seven hundred and thirty three percent.And if I walked up to you and I said if I teach to youand I said, Hey, I have an investment opportunity where I can guaranteeyou a seven hundred thirty three percent return on investment, most people will go, you're crazy, you're scanning me to be to be true. Impossible,no way. And the reality is that with money that very often would betrue. But I am telling you there are seven hundred and thirty three percentreturn on time investments all around you, but it's only the multipliers who seeit, and it's because they live in a world that it's different from everybodyelse. They see what no one else sees. They are making the significancecalculation and it is a great example of why the rich get richer and thepeople who are successful multiply exponentially and other people can't ever get out of thatlinear growth. wowsome. Yeah, I mean, there's so much here.I I feel like this was set up for you to just speak to meon on purpose, because I've had so many takeaways here. Just to kindof wind it down here with you, rory, what would your kind offinal send off message for everyone that's listening...

...and be? If they're being exposedto this concept for the first time. Sure. Well, the first thingI would say is, I know this stuff is pretty radical. I mean, if it there's and we're just barely scratching the surface. I mean weexplode a whole bunch of things that we used to believe. And so oneof the things we've done is we put together a free Onehour Webinar and ifpeople go to procrastinate on purposecom, they can. They can just registertain watchthe Free Onehour Webinar. So it definitely encourage you to do that. Andthen there's also a special deal on pre ordering the book. If they wantto do that. That's it. Progress. They on purposecom. But well,only the thing that I would say is this stuff is powerful, thisstuff works, this is the stuff is different. This is just stufferly capturesthe way that multipliers think. But it does not do away with the necessityof the take the stairs message. It doesn't do away with the idea theeven though the first book was about overcoming procrastination and this is called procrastinate onpurpose, they actually have a very similar message, and the message is dothe things you know you should be doing, even when you don't feel like doingthem, and take two stairs was all about how to do that.This book for Prastingate on purpose is all about how to what to do witheverything else so that you can get down to that, and that's what thefocus funnel helps you kind of narrow down to those things. So for craftingon purpose isn't really the sequel to take the stairs, it's really more thePrequel, but the message is the same. It's doing the things you know youshould be doing, even when you don't feel like doing them, andthat is something that, no matter who you are, you have to keepdoing because of something that we at southwestern often referred to as the rent axiom, the rent action of the quote from take the stairs and the rent acteand says that success is never owned, success is only rented and the rentis to every day. Wow, that's cool. That's really cool, veryvery, very very profound and now that I think of it, so profoundthat I think our our friend Lewis House actually posted that on his facebook pagetoday or yesterday. It sounded so familiar. I'm like, where did I hearthat before? That's so cool and and such a poignant message to thoselistening, and listen. You heard rory mention that there's a special offer waitingfor you listening in on his website. Will Link to those that those linksin the show notes. You also link up with his blog and is hissocial profiles. Rory, we certainly certainly appreciate your time with us today andencourage those listening into absolutely preorder this new... coming out that will change theway you well live your life. Procrastinate it on purpose. When's the bookactually come out? On? The book is released January sixth. Part ofthe pre order thing at procrastinate on Purposecom is that if you preorder it,we're going to send you. Will send you the hardcover when it comes outin January, but we're going to send you a pre release advanced media copy. It's a paperback coffee now, so you can get it now. Youcan. We send that bonus for ordering. You know, very good, verygood. So absolutely check that out and again will link to it inthe show notes. Once again, Mr Rory Vaden, thank you so muchfor being with us today. Oh It's my pleasure. Michael Robert, niceto meet you guys. Thanks so much for having me. Absolutely familion man, great work. Good luck, brother. The Ladies and gentlemen, there youhave it. That was Mr Rory Vaden like well, I know youlike that one man. That was right up your valley. I you knowwhat you heard me say it. I felt like he was speaking directly atme because, I mean, you know, we work together, so you knowthat there are, you know, things about handing over the reins orteaching process that can be so difficult at time, at times, you know, having conversations with Sean and also, you know, there's another book thatI was reading by a friend of ours, Chris Ducker, who's kind of thedelegation master. Yeah, you know where a lot of what rory talkedabout. I haven't learned it in necessarily these terms were in this kind ofconcept, but just resonated so much with me and I have a feeling didthe same for those listening, and it really should for anybody in a dealership. I mean here's something kind of you know how I looked at it andit's kind of a mini way of doing that. To me, it waslike, once I started really getting dug in and started getting my you know, oh, clients coming in asking for me repeats and referrals, and Iwas calling you know, spending time calling my past customers and, you know, asking them refer referrals or seeing if any other people in the household mightbe ready for a new vehicle to be. That was more valuable than standing outthere chasing after the fresh up, which they say is a twenty percentclosing ratio. Instead, I was working on getting referrals and repeats that giveyou that sixty to seventy percent. Yep. So it's kind of thinking of alonethose lines and other thing like our friend, Great Card Ode is alwayssays that, like money, they're not run it out of they'll print moreof it. If they run out, you can always make more money,regenerate money, but time, once you lose it, once you use it, you lose it. Yep, Yep.

It's a it's a precious commodity andI love just how he's he's introduced some you know what, it's forwardthinking, it's different. You heard him say it. It's radical, butas I listen to it and as he explained it, it almost just soundedlogical again. You know, you know what I mean. We kind ofdid a full circle back to just, while this is logical, let's multiplyour time do things today that will buy us time tomorrow or allow us tomore efficiently use our time. So for those of you listening in, certainlyappreciate you being here. You heard this incredible offer that rory talked about whereyou're actually by pre ordering the new book, procrastinated on purpose, he's going tosend you a paper bad has advance and advanced top you man. That'syeah, that's Im that's the insider club and you know, and I waslooking at his pre order page and there's just a whole bundle of other reallycool things that he's throwing in. So absolutely check that out by visiting tripleW dot, the dealer playbookcom forward thirty five, where we will link youto that special offer in the show notes and will also link to a rorysocial profiles and stuff so you can get connected with him there. But untilnext time, thank you so much for listening in and we'll catch you nextweek. Thank yeah,.

In-Stream Audio Search


Search across all episodes within this podcast

Episodes (483)