Coaching Like the Pros

Back from the road in spring 0:00

Steve Shaw: Welcome, Dave Rogers. What is on your mind today?

Dave Rogers: All kinds of stuff, Steve Shaw. First of all, how the hell you doing, buddy? Everything good?

Steve Shaw: Well, I just got back from two days of training on the road. I did four seminars in two days and trained a couple hundred people, so that was pretty exciting stuff. And I was with one auto group that was really into training. That always makes me happy, when a small auto group, four, five, six stores, is super excited about getting some training. So that was fun. How about you?

Dave Rogers: We've just been doing the grind. We had that call the other day about teaching people how to get re-energized with the university, on the same topic: making sure everybody's sharpening their saw. I think we got a little bit of activity going. Spring, new life, the weather, the temperatures. Get everybody back into whatever it is they do best, getting ready for the silly season in the summer, when you really need that training because you're shorthanded or you have vacations and all that fun stuff that goes on in these stores. So I think it's a great time of the year.

Steve Shaw: It's amazing. I think it's a perfect time. What do they say? When's the best time to plant a tree? Seven years ago. When's the best time to train? It would have been yesterday. So I guess right now is a good time to train. For one, it's spring. I always say summer is a great time to train because it's hot, and it's a good time to train going into wintertime too.

If dealerships trained like baseball teams 1:38

Steve Shaw: But it is spring, things are new, and I am super excited about spring training. Spring training is over and Major League Baseball is starting. It's the first time I'm really into all of the games. But man, I'll tell you what: if we ran our dealerships the way they run coaching and spring training, how the heck would our dealerships perform?

Dave Rogers: Can you imagine? I've always talked about that. Years ago, when I was with the public, way back, actually I think before it went public, they talked about starting a university up in Connecticut. We were going to have a mock dealership, take turns going up there, pretend it's a real store, and almost do scrimmages like sports teams. That would be awesome. The public world has the capital to do that, and a lot of big groups do too. But it takes some dedication to get it going. You really have to be committed to it. I think it would be wonderful if the car business would take that up.

Steve Shaw: I think it's amazing. I know there are a couple of large groups, like you said, that do it. I think the public groups have the capital, but do they have the stomach for that expense? And I think that's the problem. I was looking at something online recently, and so many companies look at training as an expense. It's not building your assets or growing your assets.

I remember a long time ago at NADA, somebody spoke about how we treat our employees as an expense instead of an asset. As long as they're an expense to us, we're going to look at training as an expense too. They cost us money instead of generating income.

Dave Rogers: Thirty years ago, that was definitely the mantra. I think we've evolved from those days most of the time. There are still some dealers in Podunk and some guys who are old school who look at it that way. But I think the biggest challenge with training, the biggest obstacle, is time. Especially now, post-COVID, you're running shorthanded. You're not staffed up.

You don't have the extra time all the time. Some managers are desk jockeys, and other guys are running around with their hair on fire. So it's a matter of carving out that time and being dedicated to it, because that's what you have to do. I was on a podcast with a guy, Deal of Daily Life, and you'd love him. I forgot his first name for some reason, but he's writing manuals for everything.

And he's doing it with ChatGPT and all that stuff now. That's great. But does it get to the troops? Writing the manual is step one, and I give him credit, but you've got to be committed to it. You've got to keep making it happen. That's where the challenge is: getting through those busy times and getting it done.

Playbooks, role play and practicing on customers 4:46

Steve Shaw: And then there's the accountability piece. The group I was just with, amazing people, were developing their service advisor playbook, which was awesome. I was super excited to read it. Great stuff. But then you walk into the shop, and why are they not executing what's in the playbook? That always drives me crazy. Why aren't people executing the plays? Let's talk about baseball, or football, since you like football more than baseball.

They practice, they run plays, they do drills. When I try to do a role play, whether it's with a twenty-year-old man or a fifty-five-year-old man, and we're going to practice these plays, people look at me like I have two heads. "I don't like to role play. Role playing sucks." Or, "I don't like to role play in front of my peers," or, "I'm embarrassed," or whatever the reason is for not doing it.

When I first started training, I had to role play with my peers, and we practiced a lot of scenarios about what a particular manufacturer was going to say to us. Was it a little embarrassing, because I was there with my team and people I was new with? Certainly. But I can tell you, when I got in front of that auto manufacturer and we pitched them on a project, I was ready for it. That's the tough part. I think our service advisors and our teams are practicing on our customers.

Dave Rogers: They are, definitely. And this is probably eons in evolution, but professionals train. One of my owners is a Hall of Fame baseball player.

And he talks about it. Every once in a while he comes in, has the managers and the advisors in, and talks about it. A Hall of Fame baseball player, a good hitter, a home run hitter. I think at one time he had the most home runs for a catcher in Major League Baseball. He still took batting practice before each game.

The guy was a professional baseball player, he knew that, and he took batting practice. So when you're talking to your advisors, role playing is practice. Why wouldn't you want to do that if you're a professional? Stephen Covey wrote the book, The 7 Habits, and he talked about sharpening the saw. You have to get back and sharpen the saw. You have to read the books. Baseball and football and all these sports are just really religious about it.

There's no deviation. And that's the difference with professionals. We talked the other day about the fine line between Single-A, Triple-A and Major League Baseball. It's a fine line. A guy doesn't get to the major leagues because he's lucky all the time. It's because he works harder than anybody.

Steve Shaw: Exactly.

Dave Rogers: And there'll be people out there going, "Oh yeah, but they make millions." All right, well, it's all relative. The amount of work they put in to get to the major leagues, the talent and the skill, it's a totally different world. But you can make a lot of money in the car business.

Advisors earning $20,000 a month 7:59

Steve Shaw: Absolutely. I know a young man who is making over $20,000 a month in service. Making 20K in service. But he practices. He started out, I'm not going to say with an advantage, but he was a college graduate with a military background, and he just focused on it. Focus, focus, focus. Now he's a general manager. He started out as an advisor, and now he's a GM.

But he was killing it as an advisor, because as a young man coming out of the military, that's what he did. He practiced and practiced, and that was his life. "I need to do this. I'm going to make money." Now look what happened.

Dave Rogers: Right. I'm not going to go throw numbers out, but we have advisors making a buck fifty, a buck sixty, a little more. We've had some people make close to 20,000. They're beasts. But if I had all of them, if I had thirty-one stores, thirty-four stores, with a bunch of advisors like that, I probably would have retired after the first five years.

But it boils down to this: when you're a manager doing the job every day, even if you take an hour a day to grab somebody off the line and train them, you're doing better than most. It doesn't always have to be a classroom setting. It doesn't always have to be before hours or after hours. Listen, we work a lot of hours. In this business you're probably working forty-five, fifty hours a week. Nobody wants to come in on another day off. I get it.

That's not the way it was years ago. I worked seventy hours a week. That was me, and I took a lot of time and trained myself, and I think I've been rewarded for it. I don't think it went to waste. But not everybody's going to do that.

Steve Shaw: And hey, if you don't want to take the time before work and you don't want to take the time after work, we're doing a time management class coming up. By the time this airs, we'll have just done it. I always talk to people about scheduling their day, and I get a lot of pushback. "I can't. I'm a service advisor. I can't schedule my day." Really? Do you take a lunch? Can you schedule a lunch hour? Can you schedule those times in your day? "I'm going to write tickets at this point. I'm going to call customers. I'm going to take my walk-ins."

And then I'm actually going to schedule time to meet my warranty administrator during the week. I'm going to schedule time to go train and practice. We can do it. I like to say you can or you can't. It's a self-fulfilling prophecy. A lot of people do well at it, and a lot of people just go, "Yeah, I can't get everything done." So I agree with you.

New tools left in the toolbox 10:47

Dave Rogers: It's over and over again. I used to believe, and I still do, that I wanted each of my employees to spend at least forty hours a year in off-site training.

Technicians, advisors. When the factories had their schools open, we used to send them to the classes. I tried to make sure every one of my employees had at least forty hours. That's one week. Maybe it should be six weeks, maybe it should have been eight. You can argue whatever you want. Nobody taught me that philosophy. It's just something I came up with, and I thought it was fair.

But when I was a service manager, I did most of my training during the day. I'd stop people. "Take a few minutes, come with me, let's go over this." You have plenty of material. You have a stack of ROs from yesterday you can train on. You have phone calls you can listen to and train on. There's plenty of opportunity to do it without a classroom. But I do think that in order to be good and to be professional, you need some formalized training.

Sometimes it needs to be classroom, off-site. It just really does.

Steve Shaw: Well, we do the classroom with you guys once or twice a year. We bring everybody into a room. That's really what I did last week: a whole auto group came through the classroom, we did the training, and then we were immediately out on the drive, standing there working with them. And it always kind of cracks me up. I've studied human behavior for the last fifteen years of my life, but why is it that when I get a new tool... I always liken it to the lube tech.

We hire this kid, he's out there with his hand tools, and he's making a living. Then all of a sudden he gets just enough money and goes out and buys his first impact gun. "My God, I have a new tool, and I can make myself more efficient and better by using it." Same thing with advisors. We train them and give them new tools.

Now look at that lube technician. If he took that new tool that was working for him and making him money, put it back in the drawer of his toolbox, and didn't pull it out while he was rotating a set of tires, we'd scratch our heads. What's wrong with this kid? We'd probably end up letting him go because it was ridiculous. Yet we give these guys new tools, and...

They use them once, or not at all. I hate to say it, but yesterday there was a group of old dudes going, "Yeah, yeah, this is great, this is great. Give me a lift service." Then they went back out and did exactly the same thing they did before. And I hate to say it this way, but I think part of it is that the lube tech had to pay for his tool. He reached in and grabbed $500 out of his own pocket.

So often, and kudos to the dealer, the dealer is paying for it out of their pocket. The dealer principal, your boss, is paying to train your associates. So where's the value to the associate? It didn't cost him anything.

Invest in yourself 14:03

Dave Rogers: The spiel I used to give my technicians and advisors all the time was this. Pretend you are your own corporation, Steve Shaw Corporation. You're going to sell a widget, whatever it is, and you're trying to get people to buy your stock. So my first question is, "Well, Steve, how many shares do you own?"

And you look at me like, "I didn't buy any stock." You didn't buy stock in your own company. You're not willing to invest in yourself. You're not willing to invest in training. Then why would I want to give you my dollars?

Why would I put money in your company if you're not willing to put money in it yourself? The same thing goes for time. If you're an employee, a technician, an advisor, whatever, I hear it all the time now. "I'm not taking my training at home. I'm not doing my online class at home. If I don't get paid to do online training, I'm not taking it." That's just shortsighted. When someone tells you that, they're probably not in it for the long term. Or they're just being an ass and testing you. But the bottom line is, if they're not willing to spend one minute

of their spare time to get better at their job, why would I spend a dollar? I don't even know why you're buying them lunch on Saturday if that's the case.

Steve Shaw: Exactly. I had a young man working for me, and I was pretty hardcore when I was running a store. I was training him and training him. I put my own time into him personally, and the company was paying for his training. One day he said, and I was glad he said it and I wished him well, "I think I want to do something else." He actually said he wanted to go be a police officer. And I said, "You know what, congratulations. I wish you well, but we're done."

We're done. I'm not going to spend another dollar on you. If you've already made the decision as a twenty-year-old, congrats, I'm happy for you, go be a police officer. But I'm not going to invest more of my time and my energy and my life into you if you're going to leave me. So I stopped. He ended up leaving, and I'm hoping I never get pulled over by him.

Dave Rogers: I've always felt that in this business, in the business world, in the manager world, there's nothing more satisfying than having somebody work for you

who listens, trains, and gets themselves set up for a promotion. Whether they leave and get a better opportunity elsewhere, or you promote them, there's joy and satisfaction in that. It's like raising your kids and watching them do something really good, whether it's sports when they're little or, now that mine are adults, watching them do things you're very proud of. And on the other side, the biggest heartbreak I've ever had

in the business world is when you see somebody who has potential, you train them, you spend time with them, and then they don't believe in themselves and they let it go to waste. It's a lot of heartbreak. When I was younger, I was the same way you were. I was a bit of a hard-ass, I really was. But I was firm and I was fair. And I was willing to invest in somebody because somebody invested in me one time. I figured I'd do the same for everybody else.

Steve Shaw: Exactly. Half of what drives me is when people call me and say, "My God, Steve, I can't believe that worked. I sat through your class, Steve, and I thought it was all bullshit." I've had people say they were going to go do it just to prove Steve wrong. Then they call me: "Wow, I can't believe it works. I can't believe I sold an alignment the first time. I can't believe this actually happened when I said X, Y and Z."

And then they adopt it and run with it. Or somebody calls and says, "My gosh, I'm up two tenths, three tenths, X, Y and Z dollars per hour." It warms my heart. It makes me feel good that somebody was able to use that tool and improve themselves. It's more than just improving the dealership. I think these skills improve people's lives. Some of the things we teach, you can take home with you

and use with your family, your wife and your kids, hopefully for the better.

Train the process, not the result 18:35

Dave Rogers: Right. Well, sometimes you learn things not to do. You've got to make mistakes. But when you're

sitting there looking at stuff, for anybody out there: use your KPIs, use your data to figure out what you want to train. Don't necessarily say, "I need 2.5 hours an RO, and this is how you're going to get there, Steve." But use the data. "I've got an advisor who's an hour an RO less than everybody else in the store. Let's start teaching him. Let's start training him to sell." I'm not going to give him the reason why we're doing it. I'm not going to say, "Steve, you suck,

you're at 1.5 hours an RO, you can't work here unless you're at 2.5." That's not how you train them. I know what I want to train you on, and I might not tell you what the end result is, but I use that data because it's there. And to your last point, spend your time with the people who want it, not the people who don't want to learn.

Steve Shaw: Right. Like we talked about yesterday, the goal of the multi-point inspection is not to sell a bunch of stuff. The goal of the multi-point inspection is to give the customer the information in a way that creates a need. The end result will be the customer buying more things. We always try to look at things as step one, step two and step three. If you follow that process, whether it's presenting the multi-point or walking around cars or whatever the process is, the end result is going to be

X. Certainly we want the end result. We have a goal of two hours, three hours, five hours a ticket. But I can't say, "If you do this, you're going to get to three hours." What I say is, "If you do this properly, you will see an improvement, and the results will be what they are, based on your effort."

Dave Rogers: Right. And then you can make corrections and adjustments, and you can modify the training or take it to level two or level three or whatever the case may be. You're only going to be training a couple of things. You're training a process or a behavior. That's what you're training. There's not much else.

Steve Shaw: Right. It's process and behavior. Absolutely.

Dave Rogers: That's all there is. You don't need to go off the deep end into some real elaborate stuff. It's just, "Hey, this is the process. We're going to teach you the process." The multi-point is a great example, because it's the basis for everything. It's the foundation for all of your future success or failure on the service drive. It really is.

Steve Shaw: A guy said to me one time... he started out as a chef, became a fixed ops director, and now he's a GM. We ought to get him on the show sometime. Jamie said to me, "So what you're saying, Steve, is this is like taekwondo," because he's big into fighting. "If you want to flip the guy, you've got to do this, then this, and then you pull him over your shoulder. You can't just grab a guy and flip him over your shoulder. There's step one, step two and step three before you can put that guy on the ground."

That's exactly it. If you don't set it up correctly, you're going to hit a brick wall. But if you follow the process: step one, make yourself an expert; step two, create a need; and step three, give the customer the control to make a decision. That's it. Follow the steps in the process, because that will lead you. And like we talked about before, you can't skip the steps,

or you're going to hit that brick wall and you'll never put that guy on the ground in your fight.

Dave Rogers: You're right. Jumping from step one to step seven doesn't work out. Plant the seeds again. That's what we're doing, planting the seeds.

Steve Shaw: That is true. Absolutely true.

Small cups, spaced repetition and the J curve 22:15

Dave Rogers: Take it small, too. Take it in bites. I use the example all the time of how many ounces a person's cup holds. Is it eight ounces? Is it sixteen? Is it thirty-two? Is it a Big Gulp? You can't overwhelm them. If you've got somebody with an eight-ounce cup, you've got to train for the eight-ounce cup. Give them six ounces, seven ounces, and give them a little room to breathe. Somebody with sixteen ounces, you give a little more. That's where you have to base

your observations, on knowing your people. I love all the experts on LinkedIn with their little badges. "Servant leader" is my favorite now. That person hasn't served one person one thing, ever. Probably doesn't even get their wife coffee. They're not a servant. You're just a bullshit artist. If you're a servant leader, you shouldn't put that on your badge.

Other people should call you that. You don't call yourself that.

Steve Shaw: That's exactly right. I've got a buddy of mine who'll get mad at me for saying this: "I'm the change agent." Another guy's like, "I'm going to change the world." No, you're not, bro. You're not fucking changing the world. You can do one thing and it can have a ripple effect. How arrogant would it be for me to say I'm going to go out and change the automotive industry? No fucking way. I'm going to go out and give simple tools that have high impact, so people can grow. I can't change the world.

I can't change the industry. It's ridiculous for somebody to say they're going to do that. The end result may be that down the road the industry changes, or the boat moves ever so slightly, and congratulations if you have that kind of impact. But to take off on what you said, if somebody had a little cup and a lot of effort,

I'd take that guy all day, every day, and I'd spend as much time as humanly possible with him, giving him the tools.

Dave Rogers: I just think you have to know what you're dealing with. There's an overload, and with some people you just can't... I use the example

of a dealer principal or GM coming back from an NCM or 20 Group meeting. He comes back and wants to vomit all their knowledge on you. Most of them come from sales. They know the sales department. They don't take one note when the 20 Group guys are talking about sales, but they write down everything they hear about service. "That's brilliant, we've got to do that." It's all this stuff. And then they come back and want to barf all over everyone

with all their knowledge, and people don't learn that way. There might be one guy or one gal in the group you can barf all of it on and they'll get it. But chances are, no. You come back from the 20 Group meeting, teach one thing, and get that one thing right. Then you go back to your notes and grab another thing. That's the way you have to train people. You hear people say all the time,

"You have to walk before you run." I always use the expression, "I've got people who can't roll themselves over onto their stomach." So let's not talk about running, and let's not talk about walking. They're still stuck on their back. Everyone forgets that stage. A baby lies on its back and can't roll over. Then it rolls over,

and it starts crawling, then it starts standing up, and then it starts walking. The baby doesn't start running right out of the womb, and your people won't either. It's just not the way things work.

Steve Shaw: And that's the key. I think that's what's so cool about virtual training. I know people are tired of it, or think it's ineffective. I've heard every excuse on the planet. I was teaching a class yesterday. I could teach you in five minutes the same thing I'd take six hours to teach. But if you're willing to give thirty minutes to learn one thing... that's what we do. We're not going to teach you six hours of material in thirty minutes. We're going to teach you one thing

in that thirty minutes. One thing I want you to walk away with, and then I want you to go practice it. We call that spaced repetition. You learn a topic, you go practice it, and then you come back and hear it again. Remember the good old days of ATCON? We're ATCON guys. They would always talk about how, if you're going to put lateral support groups in your stores, you have to drag the process out for ninety days, a hundred and twenty days.

You don't get to go from conventional dispatch to lateral support groups until everybody goes, "Are we freaking done yet? I've heard everything, we fixed everything, we are ready." When people are mad at you, "Stop talking about it, let's do it," now you've got it. But you can't just flip the switch without giving them the tools and having them roll over and go through the process.

Dave Rogers: As stupid as that sounds, that's what they have to do. They've got to be able to roll over onto their belly before they can crawl, and you have to take it in stages. That's just the way it works. And you're right, if you're going to change something drastically, like going from central dispatch to lateral support, then you do have to talk about it ad nauseam

over a period of time, until you've planted the seed and everybody understands. Then it becomes their idea, or at least they're embracing the change. And then things happen, because everyone's on board, or at least enough people are.

Steve Shaw: And hopefully there's a thing called the J curve. You're up here at the top of the J, and if you're going to get over here, you're going to fall. You've got to fall before you get to the next level. You don't just step upstairs. You're going to fall, and you have to be prepared for that failure.

Listen, there are times when I'll tell people, "Hey, go out and ask for an alignment." And you know this, because they'll text you when they sell their first alignment at 7 a.m. But that doesn't mean every customer is going to buy an alignment at 7 a.m. tomorrow. There are going to be plenty of failures. Shoot, the car business average closing ratio is around 30%. If we were in baseball, we'd all be in the fucking Hall of Fame. We'd be in the baseball Hall of Fame if we were .300 hitters.

Dave Rogers: We would.

Steve Shaw: Thirty percent, 25%, that's average. That's average. But think about the other 70%. We have so much room to grow. It just drives me absolutely insane.

Dave Rogers: That's what keeps us in business, Steve. Let's just keep going.

Steve Shaw: That's what keeps me employed for a long time. I had a guy yesterday... I shouldn't say his name. He had a big cup, but a small attitude. He literally sits down in class and goes, "This guy thinks he's going to teach me how to write service." I said, "Bro, I ain't going to teach you shit. I'm not going to teach you nothing. So do me a favor and just hush, because the guy next to you might want to learn something. You don't have to learn anything. I don't care if you're here, but the guy next to you

might want to learn something." He was such a roadblock for the guy next to him who wanted to learn. It really broke my heart. I didn't know the company well enough to throw the guy out, but I really did have to push him away, because there was another group of thirty-nine, forty-nine people in the class who wanted it. I felt terrible for the guy next to him. I should have moved him from that spot and said, "Hey, why don't you come up here and sit with me, so you can actually get something out of your time here."

It just drives me insane when people put up their roadblocks. But I refer back to your comment: small mind, small paycheck.

Win over the undecided third, plus the GM tip 30:11

Dave Rogers: I learned somewhere years ago, it may have been the HECOD training, that when you're going to put a new process in place, or you have a new idea, whatever it is, a third of the team is going to be on your side. They're green. A third is going to be red. They're shaking their heads with their arms folded. They don't want any part of it.

And then there's a third in the middle who are yellow. They're undecided, neutral. Your whole goal is to convince that yellow middle group to come to your side. Because eventually the third that's over in the nasty group, the ones with their arms folded shaking their heads no, are going to come over,

reluctantly, because they don't want to be left alone. Everybody wants to be together and be part of a team. There might be one or two holdouts. So your goal is to keep the enthusiastic guys who are on board on your side, and then work on the ones who are undecided. I think that was an ATCON thing, and that's how you have to train it. That guy with the negative thinking, the stinking thinking, you almost have to ignore that person.

Steve Shaw: Yeah, and I love that guy. He might be the number one guy in the store. Then you've got this kid who starts following the process, and he starts beating the number one guy. I've seen that too. There was a guy, I will never say his name, but I love this man now, who used to come to my class. He was a high, high performer, a Mercedes guy. He killed it. And I would always say, "Sir, do not listen to a word I have to say." He was killing it, five hours a ticket

at a Mercedes store. I'd say, "Don't do what I say, bro, because I don't want you to come down." Then one day he came into my class, and there was a young man who was not performing. I'd noticed the Mercedes guy's hours had gone down. He looked at the young man who was struggling and said, "You really ought to listen to Steve. I started doing what Steve said when my hours fell off, and now I'm back higher than I was before."

So look, if you're doing great, I'm happy for you. I don't have to change your world. But if you start to struggle, here's a process, and here are tools. And he really did come back around. He was that naysayer, and then he finally became the guy. Now he's a service manager and manages a big old store.

Dave Rogers: Almost every time they come over, if you do it right. They really do.

Steve Shaw: Just let them be. So give us a tip of the day. We're pushing thirty minutes here.

Dave Rogers: GM tip of the day. First, keep it simple. Work on the basics. If you're going into a store and you're going to start changing things, keep it simple and work on the foundational things we talked about. Then find a process and make sure the processes are standard. If you have five advisors doing things five different ways, you might have to work on the process before you start teaching anybody anything. Take a look at that, and then use your KPIs to give you ideas of what to train. And then I think you almost have to force

your service manager into these training sessions. When I was a GM, I had a GSM who held a meeting every morning, because it was dead in the morning for the most part. Nothing going on at 8:30 or 9 o'clock. He'd have the guys come in at 8:30, and every morning was a training session.

Steve Shaw: Every morning.

Dave Rogers: He did his batting practice every single morning. Saturday wasn't a training meeting. Saturday for this guy was a rah-rah, get-everybody-fired-up meeting. That's what you have to do as a GM, and I think a lot of GMs out there do that with their sales teams,

or they did it when they were sales managers. Do the same thing in service. I know it's early. They open at 7:30. Oh my God. I used to have service advisor meetings at 6:30 in the morning. We opened the doors at seven, so we had a hard stop. We'd talk about one subject for a half hour. The parts guy was there, a couple of the team leaders were there, technicians and the advisors, coffee and bagels. We did it every Tuesday morning, and that was our training meeting. That's

the kind of stuff you have to do. I know GMs don't like to come in at seven o'clock or 6:30. But you can do it at lunch. Grab a couple of pizzas, grab a couple of guys, and do that. Keep it simple. Train the process. Make sure everyone's doing things the same way. And again, look at your numbers to get ideas of what you want to train, but you don't have to advertise it. "All right, let's bring Steve in because he sucks. You're at 1.3 hours an RO. Come in the room, we've got to beat you up for a while." That's not what you want to do.

So that'd be my tip of the day.

Steve Shaw: Awesome. Great strategies. Let's catch up next week and talk some more. You made me think of a great idea: let's come up with the top three, top five things we can do to grow our business tomorrow.

Dave Rogers: Good idea. Perfect.

Steve Shaw: All right, I'll catch you next week.

Dave Rogers: All right, brother, have a good one.