driversselect: Building a Culture to Drive Business Performance

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There are some people that make their
work just another thing they have to do,

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and there are those that make their
work something that they want to do.

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Welcome to Working on Purpose with your
host Elise Cortez. In our program,

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we provide guidance and inspiration from those
people who have found deeper meaning and

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personal connection to their work life.
It's beyond nine to five. It's working

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on Purpose. Now Here is your
host, Elise Cortez. Welcome back to

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Working on Purpose show. Thanks to
me and again this week, I'm your

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host, Elise Cortez, joining it
from Dallas, Texas, which is home

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based for me. This program is
all about helping people more meaningfully and productively

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connect with their work and equipping organizations
to do the same for their employees.

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I bring on guests who have a
particular perspective or experience that I think to

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expand the conversation about meaning point productive
work. And I often draw from my

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own needing work, research, speaking, coaching and con thing I've done over

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my career, including the work I
do today Insignia, which is a global

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nagual consulting firm. I'll get to
the program at just a moment. At

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first, a thank you to my
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They are the leading locally focused job
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work close to home. Thank you jobbing

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dot Com. Last week, if
you missed the show, we were on

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the air with Miss Christy Wainwright,
who was a beloved biology teacher at Bishop

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Lynch High School here in Dallas.
I invited to the show because I wanted

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her to share her experience of accidentally
getting into the teaching profession and loving it,

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how she inspired her students to learn
and apply biology across their lives,

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and her perspective on what makes her
work meaningful. Hint, it's probably not

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what you think. By the way, if you want to receive alerts in

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the advance of my live radio show
conversation to know what's coming, you can

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join my nailing list by visiting my
website at Alice Cortez dot com, navigating

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to the blog tab, and then
under my photo into your name and email

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address. So, as for this
week, with me here looking eyeball to

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eyeball, are two executives from Drivers
Select here in Dallas with me as Ramone

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Mayo and Austin Crammers were gathering here
in their offices and where where they have

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one their first office here in Dallas. We'll be talking about the culture they

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are crafting to enact a virtuous cycle
in their business, their specific core tribe

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values, and how this intentional culture
trendslates to customer care and satisfaction in overall

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business results. Hey, guys,
welcome to work in the critics very low.

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Here's this fun. I don't care
what you guys say. We're having

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fun. So I've got to say
where I picked these guys up. I

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went to breakfast here in Dallas called
Conscious Capitalism, and I didn't actually know

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who was presenting, and lo and
behold were these guys from Drivers Select.

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And I was so enrolled. And
what you guys were talking about about it

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was so exciting. It's so overlaps
in the world that I work in around

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management consulting, working with organizations to
be able to address their culture to bring

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their people alive. The way to
our hype was focused on your customers,

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and I was like, you guys
are totally working on purpose. So for

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that, Austin. If you remember
I corraled you at the end and said

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you gotta be on my show.
So here you are welcome, thank you

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very much. Here. So,
since our listeners probably don't know much about

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Drivers Select, just yet before we
get into the culture conversation, well one,

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if you say a bit about what
is Driver Select, what do you

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do? And how'd you get started? Sure? So and you are this

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is Austin, so you can go
ahead, Austin. Yes, my name

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is Austin Cramers, and so Drivers
Select is a car dealership. Were specially

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talking a bit of a niche market. We sell pre owned cars, but

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very gently you pre onned cars only
one to three years old, low mileage,

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still have still have all the original
warranties. We are the new car

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alternative. If you want a lot
of the parts of a new car,

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but you want to say a lot
of money, comes to us and hopefully

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can help you out. So Drivers
Left been around for a while of twelve

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years now, I think, But
this version of Driver's Life is actually fairly

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new. It had a very different
model when after a different customer base.

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The business model is very different.
Our owner and founder's speed hoole uh and

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Chief operating Officer Jeffas and switch things
up. About two and a half years

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ago, I decided to go in
a different direction and decided to really put

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the focus on people, on care
and building a great culture. And had

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this belief that if you build a
really, really great culture and you get

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really great people in, profits will
follow and customers will come and they'll be

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they'll be happy with their here.
And it's been pretty successful so far.

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And here we are fantastic. And
you know, one of the things you

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and I talked about office was that, you know, when you were talking

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about importance of culture, and I
know certainly in the look that I do,

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and there's the consulting that what we
say is that culture strategy for breakfast.

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It's just so important, it's just
so huge. So I might be

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interested. Now what you just said, what you what you said in your

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instruction. There is something changed two
and a half years ago to change your

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direction. What was it? It
was Steve Halls, our owner and founder

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of knew it was him. It
all came from him. I wasn't here

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at the time. I think it
actually predates from own by a little bit

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as well. But Steve wanted to
do something different, and you wanted to

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make a difference in the community.
One think, different from the lives of

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people. And I think you can
kind of sum it up by saying that

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we started this culture, or he
started this culture of care, and we

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said that we're going to care about
not only our shareholders, We're going to

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care about stakeholders, anyone who owns
the stake in those companies. That includes

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investors and people have a financial one
there's but it also includes your employees.

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It includes your key vendors because they
have a stake and doing well so we

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can keep ordering parts from them,
and the the families of your employee.

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They're stakeholders in this They have a
best and interest in this company. And

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when we started really caring about them
and focusing on that, things things change,

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and things have not very well for
so farth. We're going to talk

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a lot more about that culture itself
and what specifics that are involved there.

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But I do want to I want
to step back for just a second,

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and I want to showcase the fact
that neither of you and I think if

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I remember correctly, none of your
real core manage the team are from the

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carcasses, right, so the others
correct. Okay, so remember to maybe

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you start by tones, just tell
us little bit about your background and how

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it is that you opted into this
opportunity to be at Driver Select. Well,

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of the leadership team here in driver
so that's probably the only one who

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does have somewhat of a car background. However, my background military law enforcement,

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and then I just found my way
into the automotive parts management and just

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people management, behavior management, and
uh, driver Select found me. And

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the interesting thing about that was what
attracted me to Drive Select was the core

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values of the company. It wasn't
about selling a car, it wasn't about

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making a profit selling a car,
was about doing the right thing for the

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customer as well as put presenting the
right environment for the employees to just give

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themselves and then do do their best
work every day. And so you know,

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we we live by four core values
which we hold very deare. Uh

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may you see them on the wall
around Yeah? I do see them as

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small success, be transparent, and
take ownership and those things really hit home

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for us daily and Steve Haul truly
believes as well as we do that if

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you live those four core value that
you would prevent successfully in a day to

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day interaction throughout the business as well
as prevent a good customer experience day to

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day. So that's how I ended
up here and kind of those are the

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tenants that I live by a personally, so I fit in and and that's

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how I found myself here. You
just have to comment on that really quick

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before I ask Austen to introduce himself
too. Is I know from the meeting

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of work research that I've done that
there's this notion of when people something resonates

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with someone it just fits with them, that there's an ease to it.

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Right. You can also think about
sometimes that something could actually inform you so

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it gives you something, or sometimes
you express something onto the environment. In

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this case, what I've heard you
say, there's a residency a fit.

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Yeah, yeah, okay, that's
so cool. It's just so it just

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that makes it easier to operate and
to perform when you're an environment like that,

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because it's extremely comfortable. Yeah,
coming in the work, it's not

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worth it's actually fun. Any given
moments you might see us cutting up,

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playing guards ball or just happened to
be here. We collide. We call

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ourselves a tribe because of tribe essentially
is closer than a family. And we

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make sure that everyone is well invected
in what we're doing and that they're well

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informed, and that we provide the
care and that it's just the attention to

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ensure that everyone is able to do
their great work here every day. And

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it truly matters, and it's and
it's proved positive and everything that we do,

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how we set the environment day to
day combinement up as drivers. So

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it is it is every bit about
a fit. I totally get that.

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That's going to tell my students in
the university all the time. Go fit,

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go to the culture fit, go
to the leadership fit. You were

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living breathing an example. Thank you
Limon Austin, You're background. How'd you

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get here? I got here through
a series of non cultural cultural fit.

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So so I'm I'm a CPA and
I had sort of a traditional CPA career

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path. I found my way to
Dallas to work at a very large financial

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firm. It wasn't a real cultural
fit, it wasn't really what I wanted

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to be doing, and it wasn't
the environment I wanted to be in.

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But I am from Texas, so
then I had to leave and go do

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my uh my stent and the oil
business. Moved on from there, found

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myself at a big international law firm
where I thought I would have everything I

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could ever want. I had a
large, impressive office and a big building

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downtown, and I was leaving a
very large team spans five countries and twenty

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years, soldifferent different officers, and
didn't find one out of the happiness there.

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Didn't like what I was doing,
and I finally decided that it would

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do a time for a change and
maybe I'm chasing the wrong carrot here and

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started looking around for what else was
out there, and drivers that kind of

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found me. It was very fortuitous
because I was was looking for another member

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of the leadership team about that time, and when I came and met Raman

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for the first time and Steve and
Jeff and I've walked out of here just

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thinking, man, that's it.
That's that's what I want to be.

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And the only hesitation I had at
all was do they really mean what they

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say? Because what they say,
what if they can really walk this talk?

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This is something special. And I
just never believed in this idea that

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lots of people have been taught I
was counted into my head during graduate school

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that as a business person you owe
nothing to anyone in the shareholders and maximize

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profits and everything else. It just
doesn't matter. And he asked, that

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makes sense to me. I keep
kept thinking of they're in a different way

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to do this, But there's a
way to to add value your community.

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There's a way to take care of
the people around you, take care of

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your tribe. And I think that
founded the other select sounds good to me,

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And it sounds to me like it
was a perfect reason for you to

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be speaking at Conscious Capitalism too.
Then absolutely, just awesome. Well,

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I want to talk about this culture
that you're creating here. So when I

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met you, you got to listeners. You've got to get We're sitting in

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this pancake house on a Friday morning
at seven thirty in the morning, and

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these guys are on fire talking about
their culture. Everybody else in the room

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is on fire listening to it as
well. So would you want to use

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in each time and ever you want
to do is tell us about the culture

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you're you're creating. What is it
specifically that you're trying to create, and

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why is it so important to you
in the business well from our perspective promone

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speaking, you know, what we
do is we come in every day and

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allow every one to see themselves.
We truly believe that everyone has the ability

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to create, use their uh their
willingness to to to help grow the business,

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be a part of the business,
and then walk away with some satisfaction

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and being totally tied into what it
is we're doing. It matters, doesn't

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have a purpose and and and so
we we celebrate that, you know,

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like like our our core values and
learn to earn. We truly believe that

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everything that you experience, uh,
you have the opportunity to learn from that,

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whether that's a positive experience or a
negative experience. But what are you

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going to do what you just got
and then how are you going to roll

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that forward into the next thing that
you do? Did you learn from that?

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And then we have celebrate small successes. We don't wait for the big

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celebration at the end for everything.
You let the build up just be this

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grand standing thing. We we we
talk about the winds along the way,

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and then we also celebrate the opportunities
of that we failed, that we made

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a mistake. We're honest about that
we're very transparent about Hey, we had

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an opportunity and we missed it,
and and and we like to hold ourselves

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accountable. We ask our customers the
hold us accountable. We ask our our

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travel members the hold us accountable.
And then we celebrate that growth in that.

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And then we have being transparent,
be honest about what you can and

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cannot do. If you can't do
it, be be honest about that.

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Just don't put it out there.
Don't be deceitful for helps to learn it.

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Yeah, just asks for it,
and and and if you actually get

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it, and and and we do
everything with with uh good intentions, and

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we make uh we make efforts to
be specific about the things that we're going

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to say no to so that we
can say that's to the right thing,

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and that that hope is that we
would create a better experience for the customers

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as well as travelings and in ourselves. And then we have take ownership and

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I like, I like in that
too. Don't walk past a piece of

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paper on the ground, pick it
up on it. Make sure that the

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environment is, to make sure that
the culture is. To make sure that

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you make the right investment in people
and make sure that people know that they're

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appreciated and that you're grateful for their
existence in your culture, and and those

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are the things that really really matter. And so what we do is we

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make efforts every day to make investments
and in our core vetuments because they truly

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do mean something, and not just
to internally but externally for our customers as

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well. And so you know,
that's really I think the biggest investments that

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00:15:50.399 --> 00:15:54.200
we make from my prospectives, I
think that I think Ramon really can nail

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on the head the four four core
vting is so important to uspect. I

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00:16:00.679 --> 00:16:07.559
think the reason they're so by where
they're unique is because every company I've worked

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for, interviewed with, or did
a case study on in school, they

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00:16:11.000 --> 00:16:14.360
all had core values. They all
had a mission statement and a vision statement.

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You have to have these things on
your business plan when you apply for

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your business wild and that's where they
staying for most people, their words on

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00:16:18.840 --> 00:16:23.080
a paper. And this is the
only place that I have been whether or

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not they are ingrained into our DNA. If you were applying on the lawn,

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just stood here in the dealership and
let everybody move past through, you

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would hear them talked about ten fifteen
twenty times a day. If here's something

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00:16:33.879 --> 00:16:37.600
we talked about in passing, it's
brought up constantly, and try to live

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that. And when you take it
figures like that and really appreciate what they

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00:16:42.679 --> 00:16:48.000
are, what you find and I
think a lot of people find these.

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00:16:48.080 --> 00:16:56.159
Actually someone surprising is that it's it's
not an either or decision when you're thinking,

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well, culture or prophets, culture
or actual financial business success, they

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go hand in hand. If you
really start to believe in this culture and

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embrace it to what it is and
what it can be, and you try

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to ingrain that into what you're doing, how you do things, it starts

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attracting more business. Customers appreciate the
vendors appreciate doing business with us. Thanks

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00:17:19.000 --> 00:17:22.920
we doing business with us more than
they start to offer us better programs.

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But it's it really is where one
hand kind of washes the other day that

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00:17:30.559 --> 00:17:33.079
the more you have wanted, you
really believe and the other one starts to

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come along too. And as you
start to have more business success, you

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00:17:37.079 --> 00:17:41.200
have this freedom and the opportunity to
insest more into this culture of care.

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And when you're tried it and here
to you know, Steefall when I first

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00:17:45.960 --> 00:17:52.799
came on board for three years ago, he said, it's not about the

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car experience, it's not about form
of cars, about the cares. Then,

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for us, carry is carrying accident
and the express We have it written

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on the wall. We put everything
up there and out there for everyone to

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hold it us accountable and for us
to hold ourselves accountable, to make sure

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that what we're doing is we're extending
that care experience and our goal is that

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you have a great experience buying a
car. And as crazy as that sounds,

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00:18:22.400 --> 00:18:26.720
it really does work because we're not
trying to just tell your car.

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We're trying to give you a really
good experience that when you purchase a cause

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you walk away satisfied. We hold
more knowledgeable than when we walk in because

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we're not trying to hide anything.
We're being We're being coldly transparent about what

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it is you're getting, what you're
going to go through and why, and

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so it's every every bit about that
care. Great Ramon perfect way to take

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00:18:52.319 --> 00:18:55.359
us into our first break. Here
we are, I'm a last Cortesse,

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00:18:55.440 --> 00:19:00.000
your host. We're on the air
with Austin Kramers and Remote Mile of Drivers

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00:19:00.079 --> 00:19:03.279
Select. We're here in their office
in Dallas, sitting eyeball to eyeball.

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00:19:03.359 --> 00:19:06.519
For this conversation, we've been talking
a bit about how the business started and

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00:19:06.599 --> 00:19:08.880
what they care about, and a
bit about what that culture really means for

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them. After the break, we're
going to talk about how this shows up

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in what they call their tribe culture
value, how they actually do their work.

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Stay with us Friend us on Facebook
to keep up with what's empowering the

259
00:19:33.279 --> 00:19:40.559
world. Voice America Empowerment. Alice
Cortez is a speaker and engagement and development

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catalyst. She designs and delivers professional
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bring her expertise to your organization.
She will help ignite meaningful development within your

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workforce that will increase employee engagement,
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263
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to invite a last to speak to
your organization, please visit her at neww

264
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dot Elise Cortez dot com. She
would welcome the opportunity to help get your

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employees working on purpose. The White
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week for House Calls with Doctor Connie
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White House Physician under three US presidents, now She joins the Voice America Empowerment

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Channel to help you enrich yourself physically, emotionally, and spiritually. Our guests

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Listen for house calls with Doctor Connie every

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00:21:26.000 --> 00:21:30.519
with Elise Cortez. To reach our
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You may also send an email to Elise

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00:21:40.240 --> 00:21:45.839
A. L I s E At
Elise Cortez dot com. Now back to

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00:21:45.079 --> 00:21:51.480
working on Purpose. Thanks for staying
with us, and welcome back to working

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00:21:51.519 --> 00:21:55.240
on purpose if you're just joining us. I'm two guested with me from Drivers

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00:21:55.279 --> 00:22:00.960
Select with Me are Ramote Mayo and
Austin Kramer's together their power, along with

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00:22:00.000 --> 00:22:04.079
the rest of the executive team what
I might call an effort to create its

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00:22:04.119 --> 00:22:07.720
ult your derived from their core values
that engages the hearts and minds of their

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00:22:07.759 --> 00:22:11.839
tribe of employees, delivers extreme carriage
to their car buying customers, and delivers

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00:22:11.880 --> 00:22:17.039
impressive business performance. I'm your host, La Cortez. Before the break,

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00:22:17.079 --> 00:22:19.039
we were talking a bit about how
it was that they got started in their

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00:22:19.079 --> 00:22:23.079
business, and a little bit about
the culture and what it was like for

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00:22:23.119 --> 00:22:26.799
this next secon. Then I want
to talk about how that translates into the

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00:22:26.839 --> 00:22:29.799
actual behavior of the tribe. But
before I do that, guys, one

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00:22:29.799 --> 00:22:32.000
of them, after a couple of
things that you were saying about the culture,

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00:22:32.079 --> 00:22:36.119
just to kind of presents it a
bit more for our listeners on one

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00:22:36.119 --> 00:22:37.759
of the things to be said is
that something about you know, it was

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00:22:37.839 --> 00:22:41.880
okay, for your tribe to fail. Yes, okay. So one of

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00:22:41.920 --> 00:22:45.680
the things that's been really really present
in my mentality is to manage the consultant

300
00:22:45.680 --> 00:22:48.960
these days. Is there's a book
out called Black Box Thinking. I've seen

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00:22:48.960 --> 00:22:52.200
it, Actually I hope not.
Okay, it's this awesome book. What's

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00:22:52.200 --> 00:22:57.279
great about it is it's all about
this notion of embracing failure and learning from

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00:22:57.279 --> 00:23:00.640
it. So it's faster that we
can learn from our failures, the more

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00:23:00.680 --> 00:23:03.279
that we can innovate and actually create
something different. So the fact that that's

305
00:23:03.319 --> 00:23:07.519
part of your culture, and I
heard that immediately when all that's fantastic.

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00:23:07.319 --> 00:23:11.200
Okay, There's anything I want to
ask you is that you said that the

307
00:23:11.359 --> 00:23:15.559
transparent is one of your other core
values. And when I I heard you

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00:23:15.599 --> 00:23:18.000
said that means stake which you can
do what you can't do. When I

309
00:23:18.039 --> 00:23:23.720
also think of transparency is authenticity in
medial being being acceptable? Is that part

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00:23:23.759 --> 00:23:27.039
of your culture? You're too what
you're trying to absolutely, you know,

311
00:23:29.960 --> 00:23:36.359
we highly encourage our try to to
be themselves. You know. One of

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00:23:36.359 --> 00:23:41.000
the things that see Paul truly believes
in, if you come to work,

313
00:23:41.039 --> 00:23:45.599
if you if you are your true
self, you will then common in your

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00:23:45.599 --> 00:23:49.119
true work. You will get your
absolute value in the things that you do.

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00:23:49.200 --> 00:23:53.839
And I and I absolutely believe that
as well, because you're more comfortable.

316
00:23:55.839 --> 00:23:59.240
I've never worked in an environment where, you know, one of the

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00:23:59.279 --> 00:24:03.519
things you heard is say at the
pancake houses, how much I love wolves

318
00:24:03.039 --> 00:24:10.359
that I come from a very structured
environment. My mom is very very very

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00:24:11.559 --> 00:24:14.759
very much like the military, very
much like the police department. She loved,

320
00:24:14.839 --> 00:24:17.839
She loved giving us roles, and
we love following, and so I've

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00:24:17.960 --> 00:24:22.279
always derived very well in those type
of environments. However, here a driver

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00:24:22.359 --> 00:24:26.920
select it's not that we don't have
roles. We have a bunch of people

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00:24:26.960 --> 00:24:33.039
who are allowed to be themselves and
then come contribute. And what you realize

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00:24:33.039 --> 00:24:37.880
is when you are comfortable in your
work environment and you're able to do the

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00:24:37.960 --> 00:24:42.119
things the way you're able to do
them, you will actually do more and

326
00:24:42.160 --> 00:24:48.160
the value of your work is actually
increased. Your input, your output and

327
00:24:48.519 --> 00:24:55.720
and your contributions are far more when
you don't have a bunch of micromanaging type

328
00:24:55.720 --> 00:24:59.480
of you know, do this,
do this, ore else type type of

329
00:25:00.000 --> 00:25:03.960
type of the environment. We don't
have that here. We we clearly communicate

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00:25:04.480 --> 00:25:11.279
with absolute clarity what's expected, what's
needed, and then people execute because they

331
00:25:11.359 --> 00:25:15.519
believe in it, they trust in
the core values and and and they're having

332
00:25:15.640 --> 00:25:21.960
fun. We have more fun at
this place than everything. In fact,

333
00:25:22.000 --> 00:25:23.640
when Austin came on board with us, I didn't think he was just sit.

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00:25:26.519 --> 00:25:30.359
He came in with a shirtain tie, and his twe was all the

335
00:25:30.359 --> 00:25:33.400
way up on his neck. This
guy's not going to make it everything unless

336
00:25:33.440 --> 00:25:37.799
there's any contrast when I'm looking at
here, if they're wearing very bright orange

337
00:25:37.799 --> 00:25:42.160
t shirts that have their values and
blazings on top of them. So Austin

338
00:25:42.200 --> 00:25:47.599
says, learn, learn to earn, and Remote says, celebrate small successes.

339
00:25:47.680 --> 00:25:51.680
So there's no certain time sitting in
this room. Okay, got it?

340
00:25:52.559 --> 00:25:56.119
Got it? So? And that's
where that you know, being transparent,

341
00:25:57.079 --> 00:26:00.720
being able to come to work and
just beat yoursel so, being honest

342
00:26:00.759 --> 00:26:04.400
about what you can and cannot do, and like I said, not being

343
00:26:04.400 --> 00:26:07.960
afraid to tell. You will bump
your head, you will scrape your numbers.

344
00:26:08.279 --> 00:26:12.359
But did you learn from it and
did you need help? You know,

345
00:26:12.920 --> 00:26:17.559
the biggest mistake that personally I made
when I came to the cut me

346
00:26:17.599 --> 00:26:19.000
is I accepted everything. I said, Yes, I can do it,

347
00:26:19.079 --> 00:26:22.000
Yes I will do it, Yes
I want to do it. But I

348
00:26:22.039 --> 00:26:26.039
wasn't being transparent, so I wasn't
being successful. So I struggled. And

349
00:26:26.039 --> 00:26:30.920
it wasn't until I realized that it's
it's not a race, it's a marathon,

350
00:26:30.880 --> 00:26:36.319
and what my true purpose was.
And am I truly comfortable that I

351
00:26:36.359 --> 00:26:41.599
started seeing success because as the leader
of my department, I was choosing to

352
00:26:41.680 --> 00:26:45.519
sell by not being involved and being
transparent. And so it was when I

353
00:26:45.559 --> 00:26:53.240
found myself relaxed and embracing on four
values that I started success. And then

354
00:26:53.319 --> 00:26:57.880
my team started being successful, and
now they're able to manage me quite well.

355
00:27:00.119 --> 00:27:07.200
To take remote, really, I
think remote hit up something there that

356
00:27:07.960 --> 00:27:11.720
I think transparency is probably the most
important core value we have, But I

357
00:27:11.720 --> 00:27:18.119
also think it's the most difficult to
lift because it is so contrary to the

358
00:27:18.160 --> 00:27:19.440
way a lot of us were raised. A lot of us were taught take

359
00:27:19.440 --> 00:27:23.039
the ownership and very naturally to a
lot of people, because it's you're tolding

360
00:27:23.079 --> 00:27:26.000
to find you're a small child,
you're responsible with what are the chores?

361
00:27:26.079 --> 00:27:30.640
And you responsible for your school working. It's you responsible for yourself as you

362
00:27:30.880 --> 00:27:33.480
grow up and you're taught to kind
of own things and do well, and

363
00:27:33.480 --> 00:27:36.480
if you want to succeed, and
when the boss says so to say,

364
00:27:36.680 --> 00:27:41.000
sir, and go do it.
It's a lot harder to say, you

365
00:27:41.039 --> 00:27:45.480
know, no, I can't do
that, or yeah, I probably could,

366
00:27:45.519 --> 00:27:47.880
but you know what, I really
don't want to. I could probably

367
00:27:47.880 --> 00:27:48.519
do it, all right, but
I'm ever in the great X. It's

368
00:27:48.519 --> 00:27:53.640
not really my passion. That takes
an element of courage to speak up and

369
00:27:53.720 --> 00:28:00.160
say that, and it takes a
very special environment where the person you're speaking

370
00:28:00.160 --> 00:28:03.160
to isn't going to immediately look down
upon you for saying, how dare you

371
00:28:03.200 --> 00:28:06.960
say you can't go do that?
Now? They appreciate the feet Abay,

372
00:28:07.000 --> 00:28:08.079
Okay, you don't really want to
be doing that. All right, Let's

373
00:28:08.079 --> 00:28:11.359
think about something else you can do, or something else that you really want

374
00:28:11.400 --> 00:28:15.039
to be doing. If you don't
think you can do that, we'll tell

375
00:28:15.079 --> 00:28:17.920
me why can't you do that?
Maybe it's a training issue. All right,

376
00:28:17.960 --> 00:28:18.960
let's get you trained up. Let's
go, let's go teach you.

377
00:28:19.000 --> 00:28:25.839
This dad, I think is the
most the most difficult one to live because

378
00:28:25.839 --> 00:28:30.200
it was so just contrary to to
my nature of wanting to like plamon Sa

379
00:28:30.319 --> 00:28:33.000
too, just wanted to take more
on and just say yes. And I

380
00:28:33.000 --> 00:28:37.799
almost keep taking a bigger and bigger
bite out until you realize if you've gotten

381
00:28:37.799 --> 00:28:41.599
nothing more than you can chew.
But I think when you learn to relax,

382
00:28:41.759 --> 00:28:47.400
be yourself, and that you learned
that it's it's it's it's it's okay

383
00:28:47.440 --> 00:28:52.519
to fail once in a while,
so long as you learn from and around

384
00:28:52.680 --> 00:28:56.039
here. That's usually the first thing
if somebody says I meant something up somebody.

385
00:28:56.240 --> 00:28:59.799
We call it the EASi of declaring
a breakdown. To declare a breakdown,

386
00:29:00.359 --> 00:29:03.400
usually the very first thing out of
one of our mouth, certainly out

387
00:29:03.400 --> 00:29:07.759
of seas mouth, is well,
what's the learning? What did you learn

388
00:29:07.799 --> 00:29:10.880
from this? And how do we
make sure we don't repeat it. But

389
00:29:10.920 --> 00:29:15.200
when you have that open line of
communication and that level of comfort, you

390
00:29:15.279 --> 00:29:19.519
start seeing it much more prevalent,
and we start seeing those those behaviors much

391
00:29:19.559 --> 00:29:25.200
become much more prevalent in your people
and your tribe because people feel comfortable with

392
00:29:25.240 --> 00:29:29.640
it and they know that it's it's
okay to be yourself. It's okay to

393
00:29:29.680 --> 00:29:32.079
admit when you're lost or when you
don't know how to do something. It's

394
00:29:32.079 --> 00:29:34.240
okay to admit a failure so long
as you're learning from it and you're not

395
00:29:34.359 --> 00:29:40.279
repeating those mistakes. And that when
you have that level of comfort, you

396
00:29:40.279 --> 00:29:44.079
start to drive these behaviors. And
we reinforce it to one of our other

397
00:29:44.319 --> 00:29:47.640
values here celebrating the small successes.
We don't wait till the end of the

398
00:29:47.680 --> 00:29:48.079
year to tell you, oh,
by the way, you did a great

399
00:29:48.119 --> 00:29:52.160
job on that project back in February. When you did a great job,

400
00:29:52.200 --> 00:29:53.680
we're going to tell you about it
right then. Firstly, when you make

401
00:29:53.680 --> 00:29:56.400
a mistake, you're gonna hear about
it right then it will be dealt with.

402
00:29:57.400 --> 00:30:03.559
But when when you you can make
minor courts adjustments in your culture by

403
00:30:03.640 --> 00:30:07.680
celebrating, use the small successes along
the way, and drive home and resporce

404
00:30:07.799 --> 00:30:14.519
these behaviors, and it makes for
a much more happy and productive tribe.

405
00:30:15.720 --> 00:30:18.559
A couple of things. I went
to way into love what you're talking about.

406
00:30:18.640 --> 00:30:22.519
It's just the word is yummy.
And I'm not just saying that because

407
00:30:22.519 --> 00:30:26.319
we're getting close to dinner, But
did you jummy? So what I'll tell

408
00:30:26.359 --> 00:30:27.960
you, gents, is that in
the work that I do working with the

409
00:30:29.079 --> 00:30:32.799
medium size and large companies that we
do a lot of transformation kind of work,

410
00:30:32.839 --> 00:30:36.359
break through and work, and we
also use that terminology of breakdowns.

411
00:30:36.400 --> 00:30:38.599
I don't know where that came from
for you, but anyway, you know.

412
00:30:38.680 --> 00:30:41.680
So we end up working on these
very large projects that where they're trying

413
00:30:41.680 --> 00:30:45.880
to achieve some very large business initiative
critical outcome. Well, in order to

414
00:30:45.920 --> 00:30:49.720
do that, it requires everybody to
be completely engaged and it requires people to

415
00:30:49.759 --> 00:30:53.319
be able to have those courageous conversations. It's so part of what I've seen

416
00:30:53.799 --> 00:30:56.160
in the work that I do in
those projects. What we're doing one on

417
00:30:56.200 --> 00:31:00.359
one coaching is a lot of it
is helping to involved in a professional or

418
00:31:00.359 --> 00:31:03.960
an executive tool to be able to
say, well, if you got to

419
00:31:03.960 --> 00:31:07.960
be able to presence what you just
said to me somewhere, any organization work

420
00:31:07.000 --> 00:31:10.960
can actually matter. We can actually
be on the court, playing the actual

421
00:31:11.000 --> 00:31:14.519
game and moving the ball down the
court. And so what I'm saying is

422
00:31:14.599 --> 00:31:17.720
that the fact that this is part
of your culture to be able to encourage

423
00:31:17.799 --> 00:31:21.319
people to speak up and say that
they can or cannot do. You're doing

424
00:31:21.400 --> 00:31:25.680
that now on this level. That's
fundamental foundational level in your organization and your

425
00:31:25.720 --> 00:31:29.599
growth is fantastic, and you can
find a way to keep that alive and

426
00:31:30.279 --> 00:31:33.640
really strong, it's going to certain
so well, you know, one of

427
00:31:33.680 --> 00:31:41.720
the things that we do is we
are aligned with Stayman Leadership said. One

428
00:31:41.799 --> 00:31:47.720
of the things that we really do
is we we we work on empowering our

429
00:31:48.119 --> 00:31:55.960
tribe so that they everyone can be
creative and innovative and we can continue to

430
00:31:56.000 --> 00:32:00.799
grow to organization from within. And
we work very very hard and speaking of

431
00:32:00.920 --> 00:32:05.200
common language. You know, if
if if we are out of line or

432
00:32:05.240 --> 00:32:08.039
out of think in the terms of
the things that we do, speaking of

433
00:32:08.079 --> 00:32:15.000
common language helps just accomplish more.
And so we we as leaders of the

434
00:32:15.119 --> 00:32:23.000
organization UH have gone through a year
two years worth of staging leadership and learning

435
00:32:23.160 --> 00:32:30.039
the principles to improve our communication,
improve our accountability, self awareness, and

436
00:32:30.119 --> 00:32:34.680
things like that. And then we
continue to roll that forward to the rest

437
00:32:34.720 --> 00:32:37.480
of the tribe so that we're all
speaking of common language. Because what are

438
00:32:37.519 --> 00:32:44.240
the tribe who have different languages and
different dialects it is. It's not a

439
00:32:44.319 --> 00:32:49.920
trust, right, it's just a
language of that. So so we worked

440
00:32:50.039 --> 00:32:55.559
really really hard to to to UH
teach the values of staging as well as

441
00:32:55.720 --> 00:32:59.960
our poor values, so that we're
all speaking of common language and we're all

442
00:33:00.200 --> 00:33:05.480
moving in the sense direction. And
it's a conscious effort too, because we

443
00:33:05.680 --> 00:33:10.880
know that if we invest in our
tribal members at every level, then we're

444
00:33:10.920 --> 00:33:14.799
going to all go to the next
level together and together we grow. And

445
00:33:14.880 --> 00:33:20.279
that's one of our our models.
Here's together we grow and then we go

446
00:33:20.400 --> 00:33:24.599
in think. So that's what's made
up successful I believe. So sounds good

447
00:33:24.640 --> 00:33:29.920
to me something I would actually beat
me too. But I think that's been

448
00:33:29.960 --> 00:33:34.319
a huge I think that is the
key to the success. There are a

449
00:33:34.400 --> 00:33:38.720
lots there are lots and lots of
companies out there who have good ideas,

450
00:33:38.799 --> 00:33:45.079
lots of people out there who are
who have very smart employees, but a

451
00:33:45.160 --> 00:33:47.440
lot of them don't make it,
or a lot of them don't reach the

452
00:33:47.680 --> 00:33:52.440
level of success that they expect for
themselves or maybe that the market saw as

453
00:33:52.480 --> 00:34:00.279
their potential and ask why. To
me, there's no question in my mind

454
00:34:00.279 --> 00:34:04.279
about us. That's what it is. And you've had the line earlier,

455
00:34:04.359 --> 00:34:08.440
the quotes from Southwest Airlines that my
culture will eager strategies for breakfast every day

456
00:34:08.440 --> 00:34:12.840
of the week, and I think
it's true. I think when you have

457
00:34:12.960 --> 00:34:21.280
a happy, engaged employee base,
you get better results. Well, I

458
00:34:21.360 --> 00:34:22.719
completely agree with that. And the
other piece that I was thinking about it

459
00:34:22.800 --> 00:34:24.760
the both that you were talking to, is that you know, for you

460
00:34:24.920 --> 00:34:30.039
to get people who fit here,
who fit your culture and your your values,

461
00:34:30.119 --> 00:34:35.079
means you have your recruiting right some
absolutely absolutely, So can you say

462
00:34:35.159 --> 00:34:38.280
just a little bit about how do
you ensure that you've got somebody who fits

463
00:34:38.320 --> 00:34:42.639
your culture? How do you assess
that or assecing that? So it's,

464
00:34:42.920 --> 00:34:46.199
uh, we have a few tools
that we use a few some of them

465
00:34:46.719 --> 00:34:53.599
written assessments and trying to do some
sort of cultural evaluations of people. But

466
00:34:53.800 --> 00:34:58.320
that's just a tool to use to
kind of shed some light on it.

467
00:35:00.119 --> 00:35:04.559
But I think the art of the
I think interviewing and recruiting is is much

468
00:35:04.599 --> 00:35:07.920
more of an art than a science, and it's it's about asking the right

469
00:35:08.039 --> 00:35:14.559
questions and trying to elicit feedback from
people and really get it what what they

470
00:35:14.719 --> 00:35:20.800
want. So often I have found
interviews. I've certainly been guilty of it

471
00:35:20.880 --> 00:35:23.760
myself as well, when I was
being interviewed at times just giving the answer

472
00:35:23.800 --> 00:35:27.119
I thought they wanted. To hear
some of giving you the answer they think

473
00:35:27.159 --> 00:35:30.320
you want to hear it, and
it's not. It's not easy to do

474
00:35:30.480 --> 00:35:35.039
to try to get through that and
say, well, now do you really

475
00:35:35.079 --> 00:35:37.400
believe that? Do you really think
a tumble? Why tell me why you

476
00:35:38.559 --> 00:35:43.599
And it's it's it's certainly a struggle
in a challenge because I think that might

477
00:35:43.679 --> 00:35:47.360
be the biggest challenge that we have
here is trying to sign because it is

478
00:35:47.480 --> 00:35:53.360
actually unique culture. I'm not seeing
anybody else like us really, so it

479
00:35:53.519 --> 00:36:00.000
is well, we're all of that. But you know, one of the

480
00:36:00.039 --> 00:36:04.000
other things that we do, and
I think that we do really well.

481
00:36:04.159 --> 00:36:09.280
We don't have a tremendous amount of
turnover. We uh very very very little,

482
00:36:09.719 --> 00:36:15.599
very little turnover, and we do
a lot of internal mining within our

483
00:36:15.639 --> 00:36:22.480
tribe like minded people in like behavior
people, you've got to be willing to

484
00:36:22.559 --> 00:36:27.480
accept feedback and get feedback that transparency, and you've got to have a sense

485
00:36:27.559 --> 00:36:32.159
of value and ownership. And we
worked really really hard to ensure that we

486
00:36:32.360 --> 00:36:37.360
have people who are aligned to those
and of course values that we we live

487
00:36:37.440 --> 00:36:43.199
by daily. They're simple, they're
not they're not very complex things and and

488
00:36:43.480 --> 00:36:49.159
and written out in the big twelve
paragraphs description. They're real simple. I

489
00:36:49.400 --> 00:36:52.880
was raised my mother raised me on
these and so for me to align simply

490
00:36:53.000 --> 00:36:59.159
too, it was very very easy. And so when we're when we're engaging

491
00:36:59.280 --> 00:37:04.800
people about coming to work for drivers
select one, we look internally first.

492
00:37:05.079 --> 00:37:07.880
Who do you know? Who do
you know? Who do you trust with

493
00:37:07.079 --> 00:37:14.119
this culture? Because this is special
question because most people won't leave us because

494
00:37:14.119 --> 00:37:16.360
they're happy, And so who do
you want next to you? Who who

495
00:37:16.400 --> 00:37:20.480
do you trust to do good work
so you can then go forward and do

496
00:37:20.599 --> 00:37:22.800
great work? And who do you
want to pass the books on too?

497
00:37:23.280 --> 00:37:27.239
And so we do. We do
a lot of internal money as well as

498
00:37:28.039 --> 00:37:30.519
we like he said us and said, we have some tools that we use,

499
00:37:30.960 --> 00:37:36.360
but we're really looking for everyone to
align to those for value. And

500
00:37:36.519 --> 00:37:39.360
if you are that type of person
and you absolutely like to have fun and

501
00:37:39.440 --> 00:37:47.119
not have your necktire straight of,
you can be successful as drivers Select Do

502
00:37:47.239 --> 00:37:52.719
you like plan dodgeball? Do you
like just being happy at work? And

503
00:37:52.840 --> 00:37:57.000
you know, one of the things
that I think of most is why him

504
00:37:57.079 --> 00:38:00.559
to work here? You know,
you take work combs cannot just not take

505
00:38:00.639 --> 00:38:06.679
work home. And and I for
the most part everyone that I've seen coming

506
00:38:06.719 --> 00:38:09.760
to this company after I have always
did here. Two weeks later, three

507
00:38:09.800 --> 00:38:14.239
weeks later, they come back and
says, well, my wife says,

508
00:38:14.320 --> 00:38:22.199
I'm happy or happy, and that
there is the the the work life balance

509
00:38:22.280 --> 00:38:27.800
because now you're happier and you're doing
good work at work, and now you're

510
00:38:27.800 --> 00:38:30.960
just doing good work at home.
You're able to listen, W're able to

511
00:38:30.039 --> 00:38:34.960
have fun, and you actually realize
you have a family too, because you're

512
00:38:35.039 --> 00:38:37.800
not killing yourself at work, worried
about everything that you have to do,

513
00:38:38.079 --> 00:38:44.559
and then you just come here beat
yourself at fun. That's amazing. And

514
00:38:44.679 --> 00:38:46.400
I do want you to know,
gentlemen, that I did dress most casually

515
00:38:46.480 --> 00:38:52.199
for you. I believe to give
it on the air with two tests from

516
00:38:52.280 --> 00:38:57.719
Drivers Black, we have Austin Kramers
and from Owe Mylen. We've been talking

517
00:38:57.760 --> 00:39:02.039
a bit about the culture they've intentionally
created that drives their tribe values and inculcates

518
00:39:02.079 --> 00:39:06.199
their tribe values into their business.
After the break, we're going to talk

519
00:39:06.199 --> 00:39:10.199
about how that culture translates to how
they care for and serve their actual customers.

520
00:39:10.519 --> 00:39:27.079
Stay with friend us on Facebook to
keep up with what's empowering the world

521
00:39:27.639 --> 00:39:34.840
Voice America Empowerment Elise Cortez is a
speaker and engagement and development catalyst. She

522
00:39:35.000 --> 00:39:39.800
designs and delivers professional development, leadership
and engagement workshops and can bring her expertise

523
00:39:39.880 --> 00:39:45.559
to your organization. She will help
ignite meaningful development within your workforce that will

524
00:39:45.679 --> 00:39:50.679
increase employee engagement, performance and retention. To learn more or to invite Elise

525
00:39:50.760 --> 00:39:55.000
to speak to your organization, please
visit her at www dot Elise Cortez dot

526
00:39:55.079 --> 00:40:00.039
com. She would welcome the opportunity
to help get your employees working on purpose.

527
00:40:07.480 --> 00:40:15.199
The girl started like this, Big
of thecy Get inspired, encouraged and

528
00:40:15.400 --> 00:40:20.480
connected on our Lively Award winning Healthy
Living power our Star Style. Be the

529
00:40:20.639 --> 00:40:24.960
Star you are with host and empowerment
architect Cyndi o Brien live every Wednesday at

530
00:40:25.000 --> 00:40:30.400
four pm Pacific on the Voice America
Empowerment Channel. Tune into the Power Party

531
00:40:30.480 --> 00:40:35.159
for positive, uplifting, life changing
talk radio. Visit Star Style Radio dot

532
00:40:35.199 --> 00:40:51.119
com. Jo you larged. We're
making it easier to listen to the Voice

533
00:40:51.159 --> 00:40:54.360
American talk radio network wherever you go. In addition to listening live, you

534
00:40:54.440 --> 00:40:58.960
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535
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536
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537
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538
00:41:13.079 --> 00:41:17.679
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539
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on Twitter for more great ideas at
Voice America Empowerment. This is Working on

540
00:41:30.760 --> 00:41:36.079
Purpose with Elise Cortez. To reach
our program today, please call in to

541
00:41:36.199 --> 00:41:40.079
one triple eight three four six nine
one four one. Again that's one triple

542
00:41:40.119 --> 00:41:45.280
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one. You may also send an email

543
00:41:45.360 --> 00:41:52.920
to Elise ali se at Elise Cortez
dot com. Now back to Working on

544
00:41:52.079 --> 00:41:58.320
Purpose. Thanks for staying with us, and welcome back to Working on Purpose.

545
00:41:58.639 --> 00:42:01.000
If you're just tuning in, two
guests here would become drivers select.

546
00:42:01.480 --> 00:42:07.480
I have Ramone Mayo and Austin Kramer's. We are talking about their efforts to

547
00:42:07.639 --> 00:42:12.000
power what I call a very very
mighty culture that's derived from their core values,

548
00:42:12.039 --> 00:42:15.679
that engages the hearts and minds of
their tribe of employees, delivers extreme

549
00:42:15.840 --> 00:42:19.920
terror to their car buying customers,
and delivers in cresting business performance. I'm

550
00:42:19.960 --> 00:42:23.159
your host at least Cortes so jents
before the break, we were talking about

551
00:42:23.239 --> 00:42:28.559
that actual the tribe culture, values
that work around your culture, that are

552
00:42:28.639 --> 00:42:31.239
inculcated and part of your culture.
There's one question I didn't get in that

553
00:42:31.239 --> 00:42:35.639
I ever really want to ask you, and that is what about creativity and

554
00:42:35.719 --> 00:42:38.800
innovative thinking? So how does that
show up in this culture? How do

555
00:42:38.920 --> 00:42:45.880
you address that drive behavior towards those
things? Well, it certainly, it's

556
00:42:45.920 --> 00:42:52.280
certainly important. Innovation is key because
the challenges of tomorrow will not be the

557
00:42:52.400 --> 00:42:58.280
challenges of today. So you're constantly
trying to innovate, constantly trying to find

558
00:42:58.320 --> 00:43:01.920
a new way to do think or
a better way to do things. I've

559
00:43:02.159 --> 00:43:08.199
referred to before as our relentless drive
for efficiency. But how do you rather

560
00:43:08.280 --> 00:43:12.760
have the manifest itself within the within
the tribes a couple of different ways.

561
00:43:13.320 --> 00:43:17.039
One I would say is that we
try to And I know Steve Stave on

562
00:43:17.079 --> 00:43:21.679
this. He gets a big kick
out of this when he sees an opportunity

563
00:43:21.800 --> 00:43:27.519
for someone to bring their their personal
passion into something. We have a young

564
00:43:27.559 --> 00:43:32.960
woman working for us. Her job
is rather technical and nature, but she's

565
00:43:34.039 --> 00:43:38.639
pretty creative. She likes to to
draw and create, decorate, and she

566
00:43:38.880 --> 00:43:43.679
kind of helps put together some of
our monthly kickoff meetings and come to the

567
00:43:43.760 --> 00:43:47.000
New Steam every month, and the
whole place decorated that theme. And to

568
00:43:47.119 --> 00:43:50.360
her it's not work at all.
She was and she lets to go out

569
00:43:50.360 --> 00:43:53.440
there and do it and it speeds
that passion for her. Then we have

570
00:43:53.559 --> 00:43:59.800
other examples like that. I think
another way that is just probably less creativity,

571
00:43:59.880 --> 00:44:02.920
more innovation the innovative side, but
trying to just think outside the box.

572
00:44:04.599 --> 00:44:07.840
That's kind of a cliche term.
But I think the way we do

573
00:44:07.039 --> 00:44:10.480
it, the way it kind of
manifests itself, is we ask ourselves lots

574
00:44:10.480 --> 00:44:14.559
of times or we said we have
a problem, we would looking first solution

575
00:44:14.719 --> 00:44:17.480
for it. Very often most of
the time, this is not a what

576
00:44:17.679 --> 00:44:22.079
problem, It is a who problem? And say, well, what we

577
00:44:22.159 --> 00:44:24.880
mean by that is very few times
in your life will you face a problem

578
00:44:24.920 --> 00:44:30.079
that nobody else has faced before or
solved. Somebody else has dealt with this.

579
00:44:30.119 --> 00:44:32.360
Support somebody else has solved is support. Let's just go find out who.

580
00:44:32.639 --> 00:44:36.159
Let's still find out who did this
and how they did it and see

581
00:44:36.159 --> 00:44:38.639
how we can adapt that. For
hours and that comes up all the time.

582
00:44:38.760 --> 00:44:44.679
I mean not the least of which
is that we have a relatively tiny

583
00:44:45.440 --> 00:44:50.119
car lot here in Dallas and we
are selling a very high volume of cars

584
00:44:50.159 --> 00:44:52.880
monthly, and so well, where
do you keep your inventory? We have

585
00:44:52.960 --> 00:44:57.599
a tiny little lot. How can
we keep the inventory here? That presents

586
00:44:57.719 --> 00:45:01.159
presents a no challenge for us.
But we at one point found a mall,

587
00:45:01.400 --> 00:45:07.000
shopping mall that was not being using
at some demolition plans for it,

588
00:45:07.079 --> 00:45:09.360
and said, well, through a
period of time, they're not using their

589
00:45:09.400 --> 00:45:14.360
parking garage, and we were.
It went long before we're bowing on our

590
00:45:14.440 --> 00:45:16.079
road. They're taking a two or
through the garage. And we signed releasani

591
00:45:16.159 --> 00:45:20.280
shortly after that and we were able
to store cars there for a little while

592
00:45:21.079 --> 00:45:23.039
until we find start trying to find
a more permanent solution. But it was

593
00:45:23.679 --> 00:45:28.159
it's it's not rocket science. It's
just trying to think of, okay,

594
00:45:28.239 --> 00:45:30.280
well, what is the problem here. If anybody else solved this problem for

595
00:45:30.440 --> 00:45:34.639
will somebody else's solved the problem of
parking a lot of cars protecting them from

596
00:45:34.639 --> 00:45:37.920
hail. Who did that? Well, somebody the parking garage. Probably all

597
00:45:37.960 --> 00:45:42.360
right, we'll go find a parking
garage somewhere, so it shows up in

598
00:45:42.679 --> 00:45:45.559
lots of different ways. So I
think it's absolutely revital because what got us

599
00:45:45.679 --> 00:45:49.760
here will not get us there.
And if we want to keep growing,

600
00:45:49.920 --> 00:45:53.760
which we absolutely do, and we
have serving our ideas and our plans what

601
00:45:53.880 --> 00:45:57.239
our growth is going to be and
what's going to look like a when it's

602
00:45:57.280 --> 00:46:00.400
going to take place, hopefully sooner
than later. But we also have this

603
00:46:00.719 --> 00:46:07.280
this u idea within ourselves though,
that we will not grow the business faster

604
00:46:07.440 --> 00:46:09.760
when we grow the culture because we're
in our one. We're not going to

605
00:46:09.840 --> 00:46:14.440
sacrifice who we are for what we
might be able to become. We need

606
00:46:14.519 --> 00:46:16.039
to be true to who we are, true to what we do, because

607
00:46:16.559 --> 00:46:22.199
that's what's really important. And we
just really believe as we just keep to

608
00:46:22.360 --> 00:46:25.159
that and keep doing it, the
success will come, profits will come,

609
00:46:25.239 --> 00:46:30.440
sales will come. All of that
stuff will happen if we just keep having

610
00:46:30.719 --> 00:46:34.880
great people, smart people, hard
working people who are really engaged and passionate

611
00:46:34.960 --> 00:46:37.320
about what they're doing, passionate about
the company, passionate about the tribe,

612
00:46:37.760 --> 00:46:45.880
and about an opportunity to not just
serve a company, but to serve your

613
00:46:45.920 --> 00:46:50.480
community. We say, you know
this is we got from the conscious capitalism

614
00:46:50.519 --> 00:46:53.599
events we've attended, but that we're
looking for the win win win scenario.

615
00:46:54.679 --> 00:46:59.039
People always talk about a win win, but there's a third win out there.

616
00:46:59.119 --> 00:47:01.159
And the third one can be the
environment, or it can be your

617
00:47:01.199 --> 00:47:06.599
community, or it can be your
your your family. But there's there's a

618
00:47:06.679 --> 00:47:07.960
third win out there and there is
a way to do that. You just

619
00:47:08.159 --> 00:47:12.039
have to look you said, it
looks to look like yeah, well,

620
00:47:12.039 --> 00:47:14.960
you know one of the things,
uh, if I can lean in on

621
00:47:15.079 --> 00:47:22.880
that question. One way we try
to create the environment to encourage creativity and

622
00:47:22.000 --> 00:47:29.320
innovation as we eliminate fear and through
our core values and our keep saying it

623
00:47:29.360 --> 00:47:32.599
because I really believe it up lead
it on drink at launch Coola, if

624
00:47:32.639 --> 00:47:38.719
you will, is that it is
okay to sell and if you eliminate the

625
00:47:38.920 --> 00:47:46.440
fear of failure and you encourage everyone
to contribute, and you encourage people to

626
00:47:46.519 --> 00:47:52.760
be more creative and innovative. And
we also, through our efforts of recruiting

627
00:47:52.840 --> 00:47:57.920
and internal mining, set in the
stage for success. We hire next level

628
00:47:58.039 --> 00:48:01.360
people. We hire people are capable
of taking us to the next level,

629
00:48:01.800 --> 00:48:07.400
who aren't afraid to lend their ideas
and do different things. You know,

630
00:48:07.599 --> 00:48:12.679
We, like Austin said, we
didn't recreate the will We just we just

631
00:48:12.760 --> 00:48:15.360
put a different chastis on it.
We roll on a different you know.

632
00:48:15.559 --> 00:48:21.920
And that's what we do is we
look for next level contributors and then we

633
00:48:22.559 --> 00:48:27.440
create the environment by empowering them and
giving them their skills, knowledge and ability

634
00:48:27.800 --> 00:48:31.360
and the willingness to contribute and the
courage to do so. And you know,

635
00:48:31.599 --> 00:48:36.559
if you see Steve Paul, Steve
Paul, you'll see him and he'll

636
00:48:36.599 --> 00:48:40.480
have cow print shoes on an orange
T shirt. He looks just like everyone

637
00:48:40.599 --> 00:48:45.360
else, except for the cow print
shoes. Let's and much of the India,

638
00:48:46.760 --> 00:48:52.199
Yes, you will see. You
will see that the entry level tribe

639
00:48:52.239 --> 00:48:58.760
member communicating with Steve one on one
all day long, giving his ideas to

640
00:48:58.840 --> 00:49:02.199
Steve or her ideas to Steve,
and Steve acting on them because everyone is

641
00:49:02.440 --> 00:49:07.639
valuable and everyone has that responsibility to
take this company to the next level.

642
00:49:07.880 --> 00:49:12.840
And the cool thing about it is
we do have a leader of this company

643
00:49:13.199 --> 00:49:17.679
that is willing to listen. And
I think that encourages creativity and innovation because

644
00:49:17.679 --> 00:49:21.840
you're not afraid and you can tell
Steve, I don't agree with you.

645
00:49:22.239 --> 00:49:25.199
I think you're wrong. Let's try
this and he'll We're like okay, okay,

646
00:49:25.559 --> 00:49:30.320
and we'll do it and then we'll
find success in it. Now sometimes

647
00:49:30.360 --> 00:49:32.880
we don't, but it's okay because
like I said, we don't have a

648
00:49:32.960 --> 00:49:36.960
fear of them. We learn from
that, we create, we bottle up

649
00:49:37.280 --> 00:49:42.320
the experience, and we grow forward
with it. So it's brilliant. Well

650
00:49:42.559 --> 00:49:45.599
getting into how all of this culture
now translates to how you leave this is

651
00:49:45.679 --> 00:49:49.880
how do you actually serve and care
for your customers. So to start this

652
00:49:50.000 --> 00:49:52.360
conversation, what I know because of
the work that I deal the National Consulting

653
00:49:52.519 --> 00:49:58.000
is that how we mentally frame things
is so important. How we allow something

654
00:49:58.039 --> 00:50:00.719
to occur for us, it's really
really importan. So you talked about non

655
00:50:00.800 --> 00:50:04.480
being in the car business, that
rather being in the care business, and

656
00:50:04.639 --> 00:50:07.480
that it seems to me that constitute
how it is that you behave yourself and

657
00:50:07.559 --> 00:50:10.960
how you see things when you say
a little bit about you know, how

658
00:50:12.039 --> 00:50:14.840
does that show up for you that
they're in the care business, that the

659
00:50:14.880 --> 00:50:19.119
car business shows up and everything we
do and we've built, have built and

660
00:50:19.239 --> 00:50:23.960
continue to build and grow a culture
of care and that we will care for

661
00:50:24.039 --> 00:50:28.960
one another. We will care for
our community. We do we do work

662
00:50:29.360 --> 00:50:32.280
great work with a local charity called
Vocal Alcoves. We do a lot of

663
00:50:32.320 --> 00:50:37.840
work with them. We care for
our for our key vendors, our key

664
00:50:37.119 --> 00:50:45.719
stakeholders. When one of our biggest
vendors told us that we were I think

665
00:50:45.719 --> 00:50:49.960
the most the most profitable customer in
the state or maybe in the country,

666
00:50:50.000 --> 00:50:53.280
we were favor doing very well and
our first reaction to see the first reaction

667
00:50:53.440 --> 00:50:55.159
was not, well, how let
you give us a break on the price.

668
00:50:55.480 --> 00:50:59.559
The first reactions that's great, good
for you, that's awesome. We

669
00:50:59.800 --> 00:51:01.320
want you to do will we want
you to be better because the better you

670
00:51:01.440 --> 00:51:05.639
do, the more freedom you have
to help us do better for our business.

671
00:51:06.719 --> 00:51:10.000
And we we just we thrive on
that culture of care and not the

672
00:51:10.079 --> 00:51:15.159
leasably as you have to care for
your customers because it doesn't matter really what

673
00:51:15.400 --> 00:51:16.599
you're doing it because the other day, if the customers aren't coming, you're

674
00:51:16.599 --> 00:51:21.960
not going to be in business so
long. But we try to be very

675
00:51:22.079 --> 00:51:24.119
very transparent. It's part of the
business models. While we don't negotiate on

676
00:51:24.239 --> 00:51:30.599
prices, it's why all of that
there's no bate and switch the cars up

677
00:51:30.599 --> 00:51:31.960
on our left side of the cars. We have an inventory. We don't

678
00:51:32.000 --> 00:51:35.679
negotiate the price because it's already marked
as low as we can get it.

679
00:51:35.760 --> 00:51:37.400
There is no hidden conceit, there
is no there's nothing hidden in there.

680
00:51:37.440 --> 00:51:40.960
This is what it is. And
if you if you're in the market of

681
00:51:42.000 --> 00:51:44.920
this vehicle, I'd be surprised if
you find it cheaper somewhere else. But

682
00:51:44.920 --> 00:51:46.679
if you do, conf you go
for it. But come here, give

683
00:51:46.719 --> 00:51:50.760
us a chance. And we just
want to be totally transparent and show it

684
00:51:50.800 --> 00:51:54.480
to you. And we have.
We've been successful with it. It's worked.

685
00:51:54.519 --> 00:51:59.840
I think people appreciate it. So
I wanted to to think you will

686
00:52:00.559 --> 00:52:02.239
paint for us to picture of one. It would be like to be a

687
00:52:02.320 --> 00:52:07.400
customer slide. If I go online
and I start looking for a car,

688
00:52:07.519 --> 00:52:09.159
and I so I chat with you
guys, so I call you guys,

689
00:52:09.280 --> 00:52:12.960
or I come out the site,
look us through a little bit about the

690
00:52:13.039 --> 00:52:15.039
customer experience, what's going on and
how it is that you make sure that

691
00:52:15.159 --> 00:52:20.199
you extend that care that we talk
to you about. So they answer to

692
00:52:20.239 --> 00:52:25.079
your question is yests. You can
show up, you can email us to

693
00:52:25.159 --> 00:52:28.599
get on the website. I won't
take long before I chat window will pop

694
00:52:28.719 --> 00:52:31.960
up. We try to do this
is part of our caring for customer.

695
00:52:31.960 --> 00:52:36.239
We can try to give them a
good experience, but we try to get

696
00:52:36.800 --> 00:52:39.559
ninety percent of the deals done before
the person, the customer, ever sets

697
00:52:39.599 --> 00:52:45.239
foot on the lot. We can
talk to you about the vehicles you're interested

698
00:52:45.280 --> 00:52:51.079
in. We can talk to you
about products. I'll warranty for extended service

699
00:52:51.119 --> 00:52:52.679
contracts and we're talking about den product
gap. In terms of all other things.

700
00:52:52.719 --> 00:52:55.800
We can arrange your financing for you. All about you ever having to

701
00:52:55.840 --> 00:52:58.800
come in here, we can do
us over the phone, over email.

702
00:52:59.639 --> 00:53:02.920
So when you come in, you're
really just here to test drive the car

703
00:53:02.960 --> 00:53:06.840
and make sure it is what you
thought it is and then sign the paperwork

704
00:53:06.920 --> 00:53:09.880
and if shift all goes well.
Most of the time it rang out under

705
00:53:09.920 --> 00:53:17.679
an hour. You're gonna have one
point in contact. You're you're selfhely called

706
00:53:17.719 --> 00:53:22.480
them CEOs, Customer experience officer.
It's not going to get us on the

707
00:53:22.519 --> 00:53:25.840
table every two minutes. Ago check
out his manager and see if you can

708
00:53:25.880 --> 00:53:30.800
do that for you again, because
there's no there's no negotiationalizes what it hears

709
00:53:30.800 --> 00:53:37.039
across say right, oh my god, what it is? And and and

710
00:53:37.559 --> 00:53:43.760
another thing is we you know,
we make sure that you get a very

711
00:53:44.000 --> 00:53:51.159
high quality vehicle at a great price, and you're not going to be breaked

712
00:53:51.199 --> 00:53:54.719
over the coals to drive the car
that you would love to drive. And

713
00:53:54.960 --> 00:54:00.199
we're very honest up front about what
you should expect. And when we come

714
00:54:00.280 --> 00:54:05.559
in, we can test drive in
the vehicle we have on a lot.

715
00:54:06.360 --> 00:54:13.119
It's not pressured. We we it's
just it's for you. It's pailor.

716
00:54:13.320 --> 00:54:16.679
It's pailor for you to be comfortable, and we do everything we can to

717
00:54:16.760 --> 00:54:21.559
make it comfortable for you. It's
kind part of the brand promise. We're

718
00:54:21.599 --> 00:54:25.400
going to give you consistent quality,
consistent, consistent, high quality vehicles.

719
00:54:27.360 --> 00:54:29.639
We're going to give you the great
price, and we are going to give

720
00:54:29.719 --> 00:54:34.519
you an easy experience. And those
are the brand promises and that's what we

721
00:54:34.599 --> 00:54:37.960
try to live up to every day. Awesome, guys, it's been awesome.

722
00:54:37.000 --> 00:54:40.880
I wish we had more time.
We're already just almost suppose that at

723
00:54:40.920 --> 00:54:45.760
the hour, already in sift that
can each of you what would you like

724
00:54:45.840 --> 00:54:51.159
to leave by let's says remote.
You know, you know we're growing as

725
00:54:51.199 --> 00:54:54.480
a company, and I would highly
encourage everyone to come out and visit us,

726
00:54:54.880 --> 00:55:00.239
pursess care or join the try.
You will never find a bet are

727
00:55:00.239 --> 00:55:05.239
a place to work or shop in
Dallas or in the United States, and

728
00:55:05.440 --> 00:55:08.000
you will see us. That's awesome. He kind of beat me to it.

729
00:55:08.079 --> 00:55:10.639
I was gonna say, come out, come out and meet us.

730
00:55:10.679 --> 00:55:15.599
If you're looking for a car,
or if you find yourself in a situation

731
00:55:15.800 --> 00:55:19.840
similar to where I was. If
you don't have a great ceiling or a

732
00:55:19.840 --> 00:55:22.920
great meeting in your life right now, maybe think about joining the tribe.

733
00:55:22.920 --> 00:55:24.920
We'd love to meet you and see
if you're fit here. It's want to

734
00:55:25.480 --> 00:55:29.559
you can live our four core values. We would certainly love to meet you.

735
00:55:29.639 --> 00:55:31.800
And I think what what I tell
people that talk about coming join the

736
00:55:31.840 --> 00:55:36.119
tribe is that I came up.
I worked for a Big four accounting firm.

737
00:55:36.199 --> 00:55:38.719
I worked for a China international law
firm. Two industries that are known

738
00:55:38.840 --> 00:55:43.079
for having people who are just terribly
overworked. You worked really, really hard.

739
00:55:44.239 --> 00:55:47.199
The difference here is that we worked
really hard, but it's because you're

740
00:55:47.239 --> 00:55:51.920
working hard for one another. Got
it a great way to finish awesome,

741
00:55:51.960 --> 00:55:53.039
Thank you so much. Hey,
guys, thank you for letting me come

742
00:55:53.199 --> 00:55:58.280
to your actual locations, be here
with you this conversation, and thank you

743
00:55:58.400 --> 00:56:00.039
for a wing in with your path, in your heart, your mind.

744
00:56:00.079 --> 00:56:04.440
It's been orderful to talk to you. Thanks for having us. If you

745
00:56:04.480 --> 00:56:07.480
want to learn more about fifteen of
passionate professionals and what they're up to the

746
00:56:07.599 --> 00:56:12.239
Driver's Select, go to their website
it's drivers Select dot com to two sss

747
00:56:12.239 --> 00:56:15.599
in the middle there and join us. Next week when we continue the conversation

748
00:56:15.639 --> 00:56:17.800
to help all of us will meaningfully
and productively connect with our work. We'll

749
00:56:17.840 --> 00:56:22.280
be talking with Sean Anderson, with
the motivational author, unlimited Thinker and life

750
00:56:22.280 --> 00:56:27.000
from entrepreneur with a history and inspiring
others. He is also the human spark

751
00:56:27.039 --> 00:56:30.679
plugs behind the Extra Mile day a
day, recognizing the power we have to

752
00:56:30.800 --> 00:56:34.039
create positive change. When we go
to the extra Mile, we'll be sharing

753
00:56:34.079 --> 00:56:37.960
our respective views and what makes for
a great life at work and everywhere else.

754
00:56:37.320 --> 00:56:39.800
See then, remember works at least
one third of our life, So

755
00:56:40.159 --> 00:56:50.639
let's work on purpose. We hope
you've enjoyed this week's program. Be sure

756
00:56:50.679 --> 00:56:54.920
to tune into Working on Purpose featuring
your host Alice Cortez every Wednesday at six

757
00:56:55.000 --> 00:57:00.519
pm Eastern time, free pm Pacific
time on the Voice America in Power Channel.

758
00:57:00.880 --> 00:57:12.760
This week, find your life's purpose
at work. H