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


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Youre dialed into the dealer, playbookpodcast, where it's all about winning auterdaler strategies that deliverproven results, and now Your House, Robert Weissman and Michael Serilla, hey there, and thanks for listening toepisode. Thirty five of the dealer play but podcast. My name is Michael Srilo.I'm joined with Yalnoam Robert Weisman Ow, you o friend, Hey Youre, awesomewe'rewe're. Super Super excited about today's episode, actually really reallyexcited yeah pumpd. You know we have an opportunity to sit down with a New Yorktime. bestselling author, Mr Royy 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 it sounds so weird at first listening. I guess tohear that, but you're going to hear him explain how inside of your role at thedealership or whatever it is that you're wanting to accomplish in yourlife, how there are certain concepts that you need to be aware of,that haven't been kind of traditionally talked about when it comes to timemanagement. So we want to jump into our discussion with Rory Vaden thanks toShan Bradley, for the introduction certainly appreciate that this was wellworth it, and we know that you're going to have just a ton of take ways like wedid so, let's do it, let's jump Rad. I all right. Our guests today is co,founder of south southwestern, consulting he's a selfdisciplinedstrategist and an internationally renowned speaker, his first book titledTo Take The stairs was number one Wall Street Journal and Number Two New Yorktime best seller and his new book procrastinate on purpose is the firstbook ever to focus on the emotional side of productivity, and it presentsfive methods to literally multiply your time, we're so glad to be joined by MrRory Baden. Thank you so much for being with us today, Hey Robert is Michael thinks for havingme it's good to be here so so excited how this this kind of came together,really quickly. Wewere talking preshow we're grateful for the introduction bySean Bradley who's, an associate of yours and ours. You know, but so gladto have you here and super intrigued by this new book procrastinate on purpose,because I think you know it really fits in well with some of the things that we talk abouton the show, which is essentially just how to get more out of our business,how to get more out of our individual day today, business effort so that wecan see more profitability. But you know from what I understandthis, this book kind of came together, unplanned and it really just kind ofwas an evolution from your previous... right yeah, you know, take the stairs when itcame out really kind of tackled classic procrascination and an classicocrastination is consciously delaying what you know you should be doing, andso that's what the take of fairs book was all about is was about how to makeselfdiscipline easier, how to overcome proprastination and how to do thethings you know you should be doing when you don't feel like doing them. Itake the tairs, but there was a little couple paragraphs in the book that wetalked about some new types of proprastination that we see reallydeveloping in a lot of our cooching clients and one of tem. We called we coin this term priority dilucion andpriority dilution is different than than regular procrastination because 's,it's like it's unconscious and what happens? Is We get pulled? It's unlikeclassic procrastination that affects kind of you know it might be somebodywho's, lazy or disengaged or whatever priority dilution affects somebody whois trying to be successful, tthey're trying to be a luter Shaker, but theyget pulld in a lot of different directions and they have kind of urgentfires 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 do,but that they don't want to do. Okay so and that almost kind of sounds likeSuperhero Syndrome, where sometimes MRE everything all the time yeah yeah, butit forces us to not focus on perhaps the things where our energy would bemost useful. So there's like two sides: There's like the Jedi side ofprocrastination and then the dog there's go procrastination and BA right,there's sti yeah there there is ha s, that's a funny way of putting itbecause you know. Obviously the first you knowtakes a stars about overcoming prograstination and the title of thenew book is procrasinate on purpose and it's kind of like well isn't that adiscodect will not really proprastity on purposes is the Gedi side and it'sbasically, how do you say no to the things thatdon't matter so that you can say yes to the things that do and that's where you're kind offlipping it and using it as as an advantage to learn how to put off theinsignificant things so that you can focus on on the things that reallyreally create the result that drive your business? Okay. So I what I reallylike about this, you know there's a sentence. You talk about in the book. Everything you know about time.Management is wrong. Now we're big time management. We subscribe to the StephenCuvy method of time management with the four quadrants. What what? What wouldyou say is the biggest myth for those listening in today. What's the biggestmyth that people have an understanding, time management wellthere's a bunch of them, and and wedidn't you know-...

...we subscribed previously to all thethings you know that you just mentioned and and spend a lot of time reading.You know kind of wet it out there and but there's two really poor things andwe'll probably be able to get into a little bit of both of them here on this.But the first one is that everything you read about time. Management islogical, it's all about calendars and check lists tips and tricks, tooled andtechnology, the new aft, you know a better way of organizing your office orFloa charts to help manage you know or plan your week out on Sunday er with aletter by all of your most important TP atacks right and it's literally fordecades. That is what has been said and written about time management. But time management today isn't justlogical, it's emotional, because when you have more to do than you can everget to, then the emotional dynamic start to play and right we have guilt.There is this guilt that we feel in the tention between wanting to do a goodjob at work and maybe need to stay extra or work. You know work work onthe weekends or whatever and also being at home tegee with the family. We have a fear of telling people know,and sometimes we end up saying: Yes, the things that we don't want to do,just because we're afraid of saying no and we get stressed- and we haveanxiety and this all of these emotions that have as much to do with decidinghow we spend our time as anything and yet the human element of productivityhas has been virtually ignored, completely ignored, and that is wherethe subtitle of this book, the five permissions to multiply your tind.That's where permissions comes in it's about how to the most effective peoplein the world. What we realized that I that they subconsciously rise, theydidn't. They didn't even know this, but after spending time and profiling, tenand we coach about nine hundred people, one on one actively right now in ourcountry program and and we started to notice that they haddeveloped certain sort of emotional strategies that enable them to dothings. It focus on things that others of us can't and so a lot of times. It'sour emotions that pull us into the urgent that pull us into the businessand there's there's almost like a feeling that we get from achievingtrivial things. Here's a great a great example: If you've ever have you evercompleted something that wasn't on your to do list, but then you wrote it onyour Todo List just so you could cross it off afterwards, no not at all, and we do that right, because there'san emotional sense of accomplishment and that'sat's, an important thing torealize is that there's there's no logical reason: why Wou do it right,it's emotional, and so that's that's... of the major things that has encompletely ignored. Okay. So and I love that you brought up the subtitle of thebook five permissions to multiplay your time. This really intrigues me. How is it I mean? How is it possible tomultiply time? Okay, so so very good. So let's talk alittle bit of Dr Copby, since you guys are Dr Tubby guys, because, obviouslythe late, Dr Cuby, I mean one of the most brilliant thinkers of all time:Sin: The habits of higly, affective people literally changed the world. Imean twenty five million coffees. It's got to be the most seminal work onproductivity ever and you know the four quadern that hetalks about the Fort quaders of time management in there or the timemanagement matrix is what he calls it. I don't think I've ever taken aproductivity course where somebody hasn't ripped off like Dr Cei forQuadran riht and been teaching it because it's so pervasive, but buthere's something to think about that book was witn. One thousand ninehundred and eighty nine think about how different the world istoday, fom, one thousand nine hundred and eighty nine I mean there's no realinternet. It's like there's, not cell phones, there's no social media, I meanthe world has drastically changed and yet most of us are still trying tosolve today's time management problems. With yesterday's time managementstrategies and and Dr Kevis, you know, th to use e Tianget Matrix, he basically introduced. I feel feeinglike single handedly. He brought in this era of prioritizing your time soprevious to him that if you kind of do like a littlehistory lesson on time, management theory right in the s andx and s kind of wear time, anagement as abody ot work kind of starts to develop, and it's all about one dimensionalthinking which is efficiency. That's all about managing your time by beingmore efficient. How can you spit more in by doing things faster, well, hen?Dr Tomby comes around. He shows us how to prioritize our time, which isbasically how to score our pasts and wait our cask based on urgency and importance in his case and and so for the last three dedades well,two decades. I guess the word we have thrown around the word prioritize aslike the end. A'll be all to hall time, Andaer problems. You know we say youjust got to Het your priorities in order or you know your priorities are outalineand and here's the thing there's nothing wrong with cayoritizingprioritizing is still as relevant and valuable as a skill today as everbefore, but there is a a massive limitation to prioritizing that nobodyhas ever talked about, which is that there's nothing about prioritizing.That creates more time. So all prioritizing does just take itemnumber seven on yer to do with and push... up to number one yeah so still havethe whole list still waiting in the Wais right. You still have the wholelist and you haven't created anymore time more, like you'v borrowed timefrom the other activities to focus on that one first, which is which is good,assuming that that is the most important. But the way that youmultiply time is different. Multiplying time is about creating timeand and most people t they hear that phrase multipy time and they think it'ssort of like a a gimnic or something that is sensationalized and there'snothing about it. That we are sesationalizing most people, think of time as finite,and it is true inside of one day, we all have the same amount of time intwenty four hours. Fourteen hundred and forty minutes, eighty six thousand fourhundred cent but multipliers get outside of the construct of todayand they seemk longer turn they think about to morrow and the next day andthe next day and the next day, and they make what we call the significantcalculation. So, if importance I how much doe something matter then urgencya tay part of the importance. Calculation and urgency is how soondoes this matter, but the significance calculation is a new third dimension.It's a third calculation, which is how long is this going to matter, and sohere in one sentence, I tise you multiply time. You multiply your timeby giving yourself the emotional permission to spend time on thingstoday that create more time tomorrow mm. So it's all about how you use your timetoday and most of us, I actually just wrote a blog like a few days ago calledit was like the dangers of using to do with most of us used to do Tis, and weput them together by asking the question. You know what is the mostimportant thing I have to do today, and so what that does? It causes us toevaluate how much time do I have available today? What are all the tackthat I could get done today and which one is the most important to do, and it seems like that is good thinkingand it is there's not is not like it's wrong, but it's not the way thatmultipliers think it's not the way that Richard Brainson thinks it's not theway that people who create explosive exponencial result they how they thinkwhat they think is not what's the most important thing I have to do today,they asked the question: How can I use my time and a way today that createsmore time or more scalable results? Tolara, I love Thisan it they. It Thahuge difference. It's a tubtle distinction in the question, but a hugemassov difference. This resonates with me because a lot of what we talk aboutwhen we consult with dealerships throughout North America and nowactually globally, we have some customers. A lot of what we talk aboutis a similar concept where it's like...

...hey, you can take actions today thatwill actually, you know, pay you kind of an automated dividend in the future.So it's hey. What do you want to spend your time on? What do you want to spendyour time on doing something? Today, that's going to you know, make theprocess moving forward so much easier for your streamline for you, or do youwant to just keep going gay by day feeling like you're, you know you'vegot a chain soon, your hands, with a big ice cube and no matter how much youshave off. It never looks like what you want it to look like. So I love thisand I love this almost kind of leads into automation, a little bit yeah. So there's there's there's a hugenumber of applications here to dealership and automation is a good oneto sort of talk about, because you know F, you look at a dealershipand you go. How do you multiply time and a dealer shit? Well, it's prettysimple. First of all, there's training right. I it's giving yourself thepermission to invest time into training somebody today, so that tomorrow theycan complete a task for you. You know, let's say year, that theres a GM or aryour the you know the dealer you owner it'siand. It's spending that time intraining, whether it's sales, training or or back office training, but theother one is sistes right. It's to technology to manage to keep up withyour client relations. Excuse me it is. You know, how are you, how are youplacing you know your advertisngments online? How are you tracking yoursocial media engagement, all those all of those different things inside of theconstructof today, you Kgo, who havp an extra three hours open in theircalendar, to sit around and and players play on their youtube channel. It'slike Reh. We don't! We don't, but if we can, if we can spend some times o makethat system whatever it is work, then, tomorrow it's going to generate leavs,an incoming business that wouldn't have been there before, and it's workingtwenty four hours a day. Seven days a week out, there capturing leaves andbringing them into the deal of Shit awesome you, you know, speaking ofautomation, that that chapter in the book is quite powerful and you haven'texperience a lesson that you learned inside of a coffee shop. Can you canyou share that with US Hyeah, so I'm fit with one of my one ofmy good buddies and probably one of the wealthier people that I know personallyand have to have a real relationship with and his names daren hardy he's anauthor and he's a publishe's, a Polisher of success magazine andanyways Great Guy, I'm sitting with Daron at this starbucks it the Cardu bythe CA, which is like San Diegoo areas, close to wher, Garon wit, and it dawnson me. You know I a waiting at star Wuks and it's like Rolls Roller RollsRoyesis driving by and you know, Mazeradis, and it's like it's like acar show here at starbucks...

...and IA. I ask I mycidy an Dan. What doyou think is a difference between the richest people in the world when itcomes to money and everybody else, and he basically s goes on to tell me hegoes Oroy. There's these three different types of people in the worldand if you could, if I could go inthe starwooks right here and I can hear theway that they were thinking, I could tell you which people would be rich inwhich ones wouldn't they said the first type of person. Let's call them Te,they probably reflect the lower middle class, they are people who are governed moreby emotional impulses and they would walk in and they would say you know doI want this five dollar copy, yeah and their question would be. What do I haveto do to get the coffee and they would beg for it? They might borrow moneyfrom somewhere. They steal the Copey they. You know put it on predit they're,just kind of a rationally governed by ampulses, the middle class person wouldwalk in and say: Do I want to sti dollar cofee, yes and then their secondthought would be. Do I have five dollars and I said wet, it seems fairenough and it is and that's very normal, but the way a wealthy person thinks iscompletely different. He said a wealthy person thinks longer term and realizesthat if they spend fivedolars on this coffee, that's fivedolar they're, notinvesting and a wealthy person. That's familiar withcompounding inturs know that five dollars convested today at say, tenpercent for the next thirty years would be worth about fifty bucks. So awealthy person walks in it ta you guy, want this five dollar coffee. If theanswer is yes, their second question is not what do I have to do because coffyand their second question is not do I have five dollars? Their secondquestion is: Is this fiver coffee worth fifty dolars to me? Thirty years fromnow it's a completely different way ofthinking, and, and that is what multipliers do notice. That is thesignificance. Calculation, that's exactly a perfect example. What we'retalking about about making the long term calculation over of how? How didthis play out over time? Well, anyways, you might be going okay Ro. Why are wetalking about an investing and money and contenting interest? What doe thishave to do with Anytin, well hear the thing that hit me like a ton of brick.As I was typing the book, like literally as I'm writing it out, ithits me automation is to your time exactly what compounding interest is toyour money. POTUFATION is to your time exactly whatcompounding interest is to your money. Anything you create a process for today.Save you time tomorrow. That's how it multiplied time. So automat is one ofthe five. The one of the PLAT permission in the book. Lute, just like compounding interest workstwenty four hours a day, seven days a week. It never stops. It's alwaysworking. So does the automation, so you may not. Have you might think yourself?Why don't have the money... set up a new CRN system, or I don'thave the time to do it, but the reality is the people who say that are almostalways neglecting the significante coculation. It is true that you, maybedon't have the time or the money to the energy to set it up today. But when youfactor in the long term you go, you can't afford not to do that, becauseeveryday, it's going to cost, going to be painful little bit on the front andsure, but every day thereafter that that system is doing that work for you, you're, getting a return on your time,investid or a return. We Call Roti, and that is like conpounding interestand times we say a lot. That time is money. Bhut time is not time is notmoney. Time is worth way more than money. Just like money makes itself into moremoney. Automation makes time into more time. It literally multiplied. Okay, Hut this is so powerful because I mean you know. In past episodes of the showwe've talked to our guest about the importance of coming up with processes,and- and really I mean that ties into this- that if you have a process inplace, you know it becomes that automation oftime, and then it leads you to the multiplication of time. But I knowthere's so many dealers, whether it's dealer principles, sales, people,managers, general managers, whoever who are struggling today to know what theycan do to automate their time or to get more out of their time. So I love thisconcept, you know and from what I'm understanding here rorry it reallycomes down to putting processes in place so that there is kind of thatautomation effect right. Absolutely absolutely, and some of themcan be technology driven, and some of them can just be kind of. You know aprocess that you have for how you follow up with each new customer, howyou follow up with each new web inquiry right I mean it's just about Haing theprocess. PLUT. If you have the process, it saves you thinking time tomorrow,you don't have to think about how to respond to that thing when it happens,because you've already you've already thought through it and you're going torepeat that process over and over right. I feel like this conversation with youis so timely because literally in the last- Oh, I don't know about monthswhere I felt like I was suffering from the worst Superhero Syndrome of mycareer, where I felt like I was the only one that could do certain thingsand I could not. You know, find time to myself and I'mworking from six am to two in the morning. For you know the last tenyears or thereabouts, I had a conversation actually with Sean and hetalked about this concept and I'm guessing it's come from a well. I meanhe's very, very well versed in this stuff, but I imagine he's had someconversations with you because it sounds very, very similar, and that wasyou know, putting processes in place so...

...that you can kind of take a step backand- and you know I can say for myself- you know this whole concept ofautomating. Your time has really helped me personally, you know be able to do so much more andactually focus my energy where it was more worthwhile, but th. This alsoleads into one of my my last few questions here for you, which was t this big takeaway aboutdelegation, and I know a lot of people listening in just like me, and just like themillions of other people out there have problems with delegation. Can you canyou just talk to us a little bit about the emotional dynamics related todelegating Asso is a great one, because if you ask the average you Kno delerprinciple or just the average perseand average businessowner anybody who'strying to you know achieve something that matters. If you ask them questionyou said: Are there things that you're doing in your life personally orprofessionally that somebody else could be doing for youthat somebody else coul be trained to do for you? Do you think they would say yes or no bost of them say yeah, Rif, courseand,then, and then you say: okay, why haven't you spent the time to do that hy? Why ameyo caught SOMgoing to do it? The number one response that we would hear is people say well,I just don't think they would be able to do it as well as I can were the oldclassic, the old classic. Well, by the time I show them how to do it. I couldhave. Did it four times over Ding Dingding, that's me and so here's the thing when we saythose things either siand they won't be able to do as well as I can for in thetime. It would take me to train them. I could have already done it. That is aclassic example of somebody who is absent. The significance calculationtheres a difference between what keeps them stuck and kind of always repeatingthe same pattern of always trying to do things efficiently and trying to movefaster, faster and faster, but never creating exponential result and amultiplier, and it comes down to their emotion. So the emotion that that is that play hereis perfectionism and, and most of us have this. This kind of disneed to feel perfect in this need to control everything, and so it keeps usfrom delegating, because the reality is, if you delegate something to somebody,they might not be able o do it as well as you the first time, maybe the secondtime, maybe the first ten times, but pretty soon. When you make thissignificance calculation, you realize that sooner or later not only are theygoing to be able to do it as well as you could they're going to get to aplace where they could do it better than you could, because they're goingto be more specialized because they have fewer things going on than you doand you have delegated that to them. And so the permission here is thepermission of the imperfect. The...

...permission with Automa is, is epermission to invest and the permission with delegate is the permission of theimperfect because thethe to run the mass. This is a quickexample, so let's say let's say it's a five minute task in for crastening onrpurpose. We talkd about in a book something called t a thirtyx rule and athirty Xual says you should spend thirty times the amount of time ittakes you to do to task yourself once training somebody else to do it. So here's what's crazy. If it takes youfive minutes to do the task, the thirty xrol would say you should spend as muchas a hundred and fifteen minutes to almost two and a half hours right.Thirty Times, five, a hundred and fifty minutes almost two and a half hours.Now initially, when you first hear this, you might go Roy. That is insane. Whywould I pend two and a half hours training somebody to do a task? Ittakes me five minutes and- and the answer is significant- The answer isthink like a multipliyer, because if it takes you five minutes a day to do thattask, let's say: There's two hundred and fifty working days in a year. Thatmeans you're going to spend twelve hundred and Fiftyn minutes over thecourse of one year doing that five minute task. So, instead of spendingtwelve hundred D fiften minutes doing it yourself, you're going to spend ahundred and fifty minutes training somebody so you're going to have a ganeof eleven hundred minutes. Now, if you do this mathematically, you invest ahundred and fifty you get back eleven hundred. That is a return on timeinvested of seven hundred and thirty three percent, and if I walked up toyou- and I said, if I change you I said Hey, I have anthat'San Opportunity where I can guarante you a seven hundred and thirtythree percent return on investment. A lot of people woild go you're, crazy,you're standing me too good to be true impossible, no way, and the reality isthat with money that very often would be true. But I am telling you there areseven hundred and thirty three percent return on time, investments all aroundyou, but it's only the multipliers who see it and it's because they live in aworld that I's different from everybody else. They see what no one else sees.They are making the significance calculation, and it is a great exampleof why the rich git richer and the people who are successful and multiplyexponentially and other people can't ever get out of that linear growth, wowsome yeah, I mean there's so much here. I feel like thiswas set up for you to just speak to me on purpose, because I've had so manytakeaways here, just to kind of wind it down or with you Roy. What would yourkind of final send off message for...

...everyone? That's listening and be, ifthey're being exposed to this concept for the first time sure well, El first thing I would sayis: I know this stuff is pretty radical. Imean it there and we're just barely scratching the surfin. I mean weexplode a whole bunch of things that we used to believe, and so one of thethings we've done is we put together a free one hour Webanar, and if people goto procrastinate on Purposecom they can they can just register and watch thethree one hour Webenar. So I definitely ecourage you to do that and thenthere's also a special deal on preordering the book if they want to dothat, that's it procresse on Purposecom, but well. Only other thing that I would sayis this stuff is powerful. This stuff works. This is this stuff is different.This is, is jis. Stufrealy captures the way that multipliers tank, but it does not do a way with thenecessity of the take o stairs message. It doesnot do away with the idea theeven though the first book was about overcoming procrastination, and this iscalled porcrasty on purpose. They actually have a very similar messageand the Messageis do the things you know you should be doing, even when youdon't feel like doing them and take to stairs wit all about how to do that. This book, Procrastinat Ou purpose, isall about how what to do with everything else, so that you can getdown to that and that's w a the focus. Bunnel helps you kind of narrow down tothose things so forcrat on purpose, isn't really the sequel to take thestairs. It's really more the Prequel, but the message is the same as doingthe things you know you should be doing, even when you don't feel like doingthis, and that is something that no matter who you are you have to keepdoing because of something that we itself lestern on often refer to as therent Accien n. The REND AC end of the quote from take the stairs and the RentActian says that success is never owned. Success is only rented and the rent isto every day wow, like that's cool, that's reallycool, very, very, very, very profound, and now that I think ofit so profound that I think our friendLewis hows actually posted that on his facebook page today or yesterday. Itsounded so familiar, I'm like W. where did I hear that before that's so cool N, an such a poignant message to tothose listening and listen? You heard rory mention thatthere's a special offer waiting for you listening in on his website, Wi'll linkto those that those links in the show notes. You also link up with his blogand is his social profiles rory. We certainly certainly appreciate yourtime with us today and encourage those...

...listening into absolutely preorder.This new book coming out that will change the way you well live. Your LifeProcrestin it on purpose. When's. The book actually come out on of the book is released. genary sixpart of the preorder thing at Procressinat on Purposecom is that ifyou preorder it we're going to send, you will send you the hardcover when itcomes out in January, but we're going to send you a prereleased advance mediacopy. He Paperback Copey now, so you can get it now. An we sun that o Livery good, very good, so absolutely check that out and again willing to itin the show notes. Once again, Mr Rorry Vaden, thank you so much for being withus today. Oh It's, my ior Michael Robert Nice, tomeet you guys thanks so much for having me o Ti Amillion Yean, great work, goodluck, brother and, Ladies and gentlemen, there youhave it that was Mr Rory Vaden Michael. I know you like that one man that wasright up your alley. I you know what you heard me say it I felt like he wasspeaking directly at me because I mean you know we work together. So you knowthat there are, you know things about handing over therains or teaching process that can be so difficult at time. At times you knowhaving conversations with Shan and also you know, there's another book that Iwas reading by a friend of ours, Chris Ducker who's kind of the delegationmaster yeah. You know where a lot of what rory talked about. I haven't learned it in necessarilythese terms were in this kind of concept, but just resonated so muchwith me and I have a feeling did the same for those litening and it reallyshould for for anybody. In a dealership I mean here', something kind of youknow how I looked at it and it's kind of a mini way of doing that. To me itwas like once I started really getting dug in and started getting my you know.Ow clients coming in asking for me repeats an referrals, and I was callingyou know, spending time calling my past customers and you know asking themrefer referrals or seeing if any other people in the household might be readyfor a new vehicle to me that was more valuable than standing out therechasing after the fresh up, which they say is a twenty percent closing ratio.Instead, I was working on getting referrals and repeats that give youthat sixty seventy percent yep so it' kind of thinking of along those linesand aoer thing like our friend Gran Cardon Isalways says that like money,they're not running out of they'll print, more of it, if they run out, youcan always make more money regenerate money but time what once you lose itonce you use it, you lose it Yep Yep,...'s it's a precious commodity and Ilove just how he's he's introduced some. You know what it's forward. thinking,it's different. You heard him say it's radical, but as I listened to it and ashe explained it, it almost just sounded logical again. You know, you know whatI mean we kind of did a full circle back to just well. This is logical.Let's multiply our time do things today that will buy us time tomorrow or allowus to more efficient use our time so for those of you listening in certainlyappreciate you being here. You heard this incredible offer that where wetalked about, where you're, actually by preordering the new book procrestate ona purpose he's going to send you Ta aper bad advance and advance top youmanyeah, the OI, that's the insider club- and you know- and I was looking at hispreorder page and there's just a whole bundle of other really cool things thathe's throwing in so absolutely check that out by visiting triplew dot thedealer Playbookcom forwardthirty, five, where we will link you to that specialoffer in the shownotes and well also link to roary social profiles and stuff.So you can get connected with him there, but until next time. Thank you so muchfor listening in and we'll catch you next week. Thank Yeah.

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