Sept. 20, 2017

driversselect: Building a Culture to Drive Business Performance

Show Notes
Transcript

Out to intentionally create and live a company culture that customer satisfaction and business results, driversselect executives are passionate about their mission. Their governing mindset is that they’re not in the “car business,” but rather the “care business.” Big difference. In this episode, we talk up close and personal with driversselect leaders about their determination to enact a virtuous cycle in caring for their customers, how they cascade their culture through their tribe of employees, and the business results these initiatives have yielded.

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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 Cortes. 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 Cortes. Welcome back to

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Working on Purpose show. Thanks for
tuning again this week. I'm your host,

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

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

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

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

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the conversation about meaningful in productive work, and I often draw from my own

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meeting and work, research, speaking, coaching, and conser thing I've done

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

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global management consulting firm. I'll get
to the program in just a moment,

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but first a thank you to my
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Com. Last week, if you
missed the show we were on here with

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Miss Christy Wainwright, who was a
beloved biology teacher at Bishop Lynch High Schoolkaren

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Dallas. I invited her to the
show because I wanted her to share her

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experience of accidentally getting into the teaching
profession and loving it, how she inspires

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her students to learn and apply biology
across their lives, and her perspective on

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what makes her work meaningful. Hint, It's probably not what you think.

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By the way, if you want
to receive alerts in the advance of my

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live radio show conversations to know what's
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by visiting my website at Eliefortes dot
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and then under my photo into your
name and email address. So, as

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for this week, with me here
looking eyeball to eyeball, are two executives

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from Drivers Select here in Dallas with
me as Ramon Mayo and Austin Kremers.

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We're gathering here in their offices and
where they have one their first office here

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in Dallas. We'll be talking about
the culture they are crafting to enact their

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virtuous cycle in their business, their
specific core tribe values, and how this

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intentional culture trends things to customer care
and satisfaction in overall business results. Hey,

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guys, welcome to working in purpose. Well, it's glad to be

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here. It's this fun. I
don't care what you guys say. We're

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

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

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

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

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it was so exciting. It so
overlaps in the world that I work in

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

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bring their people alive the way that
you are. Hype was focused on your

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

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So for that Austin, if you
remember I corraled you at the end and

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said you got to be on my
show. So here you are welcome.

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Well, thank you very much,
I'd be here. So since our listeners

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probably don't know much about drivers Select, just yet before we get into the

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culture conversation, well one of you
say a bit about what is Driver's Select,

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what do you do and how'd you
get started? Sure so and you

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are this is Austin speaking. Go
ahead, Austin. Yes, my name

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is Austin Kramers. And so Drivers
Select is a car dealership. We specially

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talk in a bit of a niche
market. We sell pre owned cars,

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but very gently used pre on cars
only one to three years old, low

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mileage, still have still have all
the original warranties. We are the new

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

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but you want to save a lot
of money, and come see us

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and hopefully we can help you out. So Driver's Select been around for a

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while, about twelve years now,
I think, But this version of Driver's

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Life is actually fairly new. It
had a very different model, went after

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a different customer base. The business
model is very different. Our owner and

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founder's Speed Whole and chief operating officer, Jeff Ax and switch things up.

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About two and a half years ago. I decided to go in a different

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direction and decided to really put the
focus on people, on care and building

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a great culture. And had this
belief that if you build a really,

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really great culture and you get really
great people in, profits will follow and

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customers will come and they'll be happy
that they're here. And it's been pretty

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successful so far. And here we
are fantastic. And you know, one

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of the things you and I talked
about, Austin was that, you know

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when you were talking about importance culture, and I know certainly in the work

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that I do, and there's the
consulting that what we say is that culture

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strategy for breakfasts just so important,
it's just so huge. So I might

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be interested. Now what you just
said, what 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 Hall, their 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 Roman Boy a little bit as

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well. But Steve wanted to do
something different, and he wanted to make

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a difference in the community, wanted
to make the difference in 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 his companies. That includes

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investors and people have a financial unders, 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 uh, the uh, the families

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of your employees, their stakeholders and
this they have the best interest in this

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company. And when we started really
caring about them and focusing on that,

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things, uh, things changed,
and things are not very well for so

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far. We're going to talk a
lot more about that culture itself and what

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what specifics that are involved in.
But I do want is I want to

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step back for just a second and
that and I want to showcase the fact

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that neither of you and I think
if I remember correctly, none of your

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real core management team are from the
car business, right, Yeah, that's

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correct. Okay, So I'm maybe
start by tones, just tell a little

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bit about your background and how it
is that you opted into this opportunity to

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be at Driver's Select. Well,
of the leadership team here at drivers so

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I'll probably uh and the only one
who does have somewhat of a car background.

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However, my background is relative law
enforcement. And then I just found

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my way into the automotive parts management
and just people management, behavior management,

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and uh, driver Select found me, and uh, the interesting thing about

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that was what attracted me to Drive
a Select was the core values of the

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company. It wasn't about selling a
car, it wasn't about making a profit

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selling a car. It was about
doing the right thing for the uh,

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the customer, as well as presenting
the right environment for the employees to just

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be themselves. And they do do
their best work every day. And so

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you know, we we live by
four core values of which we hold very

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deare uh you see him on the
law right, Yeah, see them very

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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 Paul
uh truly believes as well as we do

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that if you live those for core
value that you will prevent successfully in the

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

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experience day to day. So that's
how I ended up here and kind of

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those are the tenants that I live
by personally, so I fit in and

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

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before I asked Austin to introduce himself
to is. I know from the meeting

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

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resonates with them and it just fits
with them, that there's an ease to

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

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you, so it gives you something, or sometimes you express something onto the

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environment. In this case, what
I've heard you say is there's a residency

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a fit. Yeah, okay,
that's so cool. So I just bet

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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 coming into work. It's not work, it's actually

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fun. Any given moments you might
see us cutting up, playing dodgeball,

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or just happened to be here.
We collide. We call ourselves a tribe,

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because the tribe essentially is closer than
the family, and we we make

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sure that everyone is well invested in
what we're doing and that they're well informed

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and and that we provide the care
and uh that that'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 day to day
environment up as drivers lett So it

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

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going to tell my students in the
university all the time. Go to fits,

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

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living breathing example, thank you them. Austin your background, how'd you get

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here? Uh? I got here
through a series of nons cultural cultural fit.

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So I'm a CPA and I had
sort of a traditional CTA career path.

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

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

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

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

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stent and the oil business new home. From there, found myself at a

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big international law firm where I thought
I would have everything I could ever want.

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I had a large, impressive office
and then a big building downtown,

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and I was leading a very large
team spans five countries and twenty years so

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different offices, and didn't find one
out of the happiness there. Didn't like

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what I was doing, and I
finally decided that it was time for a

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change and maybe I'm chasing the wrong
cart here and started looking around for what

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else was out there, and Drivers
what kind of found me. It was

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very fortuitous because Drivers was looking for
another member of the leadership team about that

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time, and when I came and
met Ramon for the first time and Steve

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and Jeff and I've walked out of
here just thinking, man, that's it.

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That's that's where I want to be. And the only hesitation I had

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at all was do they really mean
what they say? Because what they say,

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what if they can really walk this
talk? This is something special And

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I just never believed in this idea
that lots of people have been taught.

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I was counted into my head during
graduate school that as a business person you

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owe nothing to anyone other than the
shareholders and maximized profits and everything else.

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It just doesn't matter. And even
asked me that makes sense to me.

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I kept thinking of there is a
different way to do this. But there's

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a way to add value your community. There's a way to take care of

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the people around you, take care
of your tribe. And I think that

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sounded the other sla sounds good to
me, and it sounds to me like

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it was a perfect reason for you
to be speaking at Countius Capitalism too.

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Then absolutely, that's just awesome.
Well, I want to talk about this

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culture that you're creating here. So
when I met you, you got to

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listeners. You got to get We're
sitting in this pancake house on a Friday

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morning at seven thirty in the morning, and these guys are on fire talking

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about their culture. Everybody else in
the room is on fire listening to it

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as well. So would you want
to use each time Thatever you want to

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do is tell us about the culture
you're creating. What is it specifically that

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you're trying to create, and why
is it so important to you in the

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business. Well, from our perspective
fromone speaking. You know, what we

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do is we come in every day
and allow every one to be themselves.

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Uh. We truly believe that everyone
has the ability to create, use their

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uh their willingness to to to help
grow the business, be a part of

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the business, and then walk away
with some satisfaction and being totally tied into

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what what it is we're doing.
It matters, doesn't have a purpose and

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uh and and so we we celebrate
that, you know, like like uh

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our our core values and learn.
We truly believe that everything that you experence,

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uh, you have the opportunity to
learn from that, whether that's a

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positive experience or a negative experience.
But what what are you going to do

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with what you've just got? And
then how are you going to row that

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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 celebration

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

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standing thing. We we we talked
about the winds along the way, and

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

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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 to
hold this accountable. We ask our our

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tribe members the holdest accountable. And
then we celebrate that the 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 proceedful for help. Learn yeah,

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just ask for it. And and
and if you actually get it,

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

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

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

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that hope is that we would create
a better expense for the customers as well

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as the trivenoms and in ourselves.
And then we have take ownership. And

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I like I like in that too. Is don't want to pass a piece

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

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the environment is good, make sure
that the culture is good, make sure

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that you make the right investment in
people, and make sure that people know

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

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

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is we make efforts every day to
make investments in in our core VID because

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they truly do mean something, and
not just to UH internally but externally for

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our customers as well. And so
you know, that's really I think the

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biggest investments that we make from my
prospecials. I think that's I think ramonially

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is the nail on the head.
The four four core dite is so important

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to us. But I think the
reason they're so vit. Where they're unique

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is because every company I worked for, interviewed with, or did a case

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study on in school, they all
had core value. They all had a

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mission statement and a vision statement.
You have to have these things on your

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business plan when you apply for your
business wide and that's where they stay.

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And for most people, their words
on a paper. And this is the

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only place that I have been whether
or not they are ingrained into our DNA.

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If you were a fly on the
walls, you stood here in the

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dealers. You can let everybody move
past you. You would hear them talked

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about ten, fifteen, twenty times
a day. If here's what we talked

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about in passing, it's brought up
constantly and we try to live there.

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

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what you find and I think a
lot of people find the actually somewhat surprising

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is that it's not an either or
decision when you're thinking, well, culture

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or profits, culture or actual finance
business success, they go hand in hand.

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If you really start to believe in
this culture and embrace it to what

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it is and what it can be, and you try to ingrain that into

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what you're doing, how you do
things, it starts attracting more business.

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Customers appreciate it, vendors appreciate doing
business with us. Thanks what doing business

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with us? More than they start
to offer us better programs. But it's

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it really is where one hand kind
of washes the other. That the more

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you have one is you really believe
in the other, one starts to come

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

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this freedom and the opportunity to invest
more into this culture of care. And

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then you tried it and here to
you know Steetball when I first came on

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board three years ago, he said, it's not about the car experience.

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It's not about formal car. It's
about the carics. And it for us

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carry is carrying accident and the express
We have it written on the wall.

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We put everything up there and out
there for everyone to hold it us accountable

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and for us to hold ourselves accountable. UH, to make sure that what

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

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

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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 Applause,

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you walk away satisfied with field more
knowledgeable than when we walked in because we're

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not trying to hide anything we'll be
We're being coldly transparent about what what it

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

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it's every every bit about that care
great ramone perfect way to take us into

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our first break. Here we are
I'm I'm a Lice Cortes as your host

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00:18:55.799 --> 00:19:00.079
who run in with Austin Kramer's and
ramone Mile of Drivers Select. We're here

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00:19:00.119 --> 00:19:03.599
in their office in Dallas, sitting
eyeball to eyeball for this conversation. You've

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00:19:03.599 --> 00:19:07.640
ben talk me a bit about how
the business started and what they care about,

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00:19:07.920 --> 00:19:10.759
but a bit about what that culture
really means for them. After the

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00:19:10.759 --> 00:19:12.599
break, we're going to talk about
how this shows up in what they call

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00:19:12.640 --> 00:19:27.319
their tribe culture value, how they
actually do their work. Stay with us

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00:19:30.799 --> 00:19:33.920
Friend us on Facebook to keep up
with what's empowering the world. Voice America

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00:19:33.960 --> 00:19:41.000
Empowerments. Alice Cortez is a speaker
and engagement and development catalyst. She designs

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and delivers professional development, leadership and
engagement workshops and can bring her expertise to

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your organization. She will help ignite
meaningful development within your workforce that will increase

264
00:19:52.599 --> 00:19:56.359
employee engagement, performance and retention.
To learn more or to invite Elise to

265
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speak to your organization, please visit
her atww dot Elisecortes dot com. She

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00:20:03.319 --> 00:20:08.200
would welcome the opportunity to help get
your employees working on purpose. The White

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00:20:08.200 --> 00:20:12.960
House Doctor makes House Calls. Listen
every week for House Calls with Doctor Connie

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Mariano, Doctor Connie has served us
the White House Physician under three US presidents.

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00:20:18.559 --> 00:20:22.759
Now she joins the Voice America Empowerment
Channel to help you enrich yourself physically,

270
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emotionally, and spiritually. Our guests
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00:20:30.480 --> 00:20:36.440
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273
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It's your world, Motivate, change, succeed, Voice America Empowerment dot

281
00:21:12.680 --> 00:21:27.599
com. This is working on purpose
with Elise Cortes. To reach our program

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00:21:27.640 --> 00:21:32.880
today, please call in to one
Triple eight three four six nine one four

283
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one. Again, that's one triple
eight three four six nine one four one.

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00:21:37.720 --> 00:21:41.880
You may also send an email to
Elise A. L I s E

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00:21:41.279 --> 00:21:49.160
at Elisecortes dot com. Now back
to working on Purpose. Thanks for staying

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00:21:49.200 --> 00:21:52.240
with us, and welcome back to
working on purpose. If you're just joining

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00:21:52.279 --> 00:21:56.039
us, I'm too. Guested with
me from Driver's Select with me ur Ramon

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00:21:56.200 --> 00:22:02.359
Mayo and Austin Kramer's sad There Powell, along with the rest of their executive

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00:22:02.359 --> 00:22:06.519
team what I might call an effort
to create a split your derives from their

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00:22:06.519 --> 00:22:10.839
core values that engages the hearts and
minds of their tribal employees, delivers extreme

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00:22:10.960 --> 00:22:14.839
care to their car buying customers,
and delivers impressive business performance. I'm your

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00:22:14.839 --> 00:22:18.079
host, Alice Cortes. Before the
break, we were talking a bit about

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00:22:18.079 --> 00:22:21.319
how it was that they got started
in their business, and a little bit

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00:22:21.359 --> 00:22:23.960
about the culture and what it was
like. For this next secon, I

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00:22:25.000 --> 00:22:27.400
want to talk about how that translates
into the actual behavior of the tribe that

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before I do that, guys,
one of the bast a couple of things

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00:22:30.799 --> 00:22:33.200
that you were saying about the culture, just to kind of present it a

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00:22:33.200 --> 00:22:37.000
bit more for our listeners. One
of one of the things you said is

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that something about you know, it
was okay for your tribe to fail.

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00:22:41.559 --> 00:22:44.960
Yes, okay. So one of
the things that's been really really present in

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my mentality as manage the consultants these
days is there's a book out called Black

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00:22:48.519 --> 00:22:51.880
Box Thinking. I've seen it.
I actually I hope not. Okay,

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00:22:52.039 --> 00:22:56.039
this awesome book. What's great about
it is it's all about this notion of

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embracing failure and learning from it.
So the faster that we can learn from

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00:22:59.799 --> 00:23:03.680
our failures some more that we can
innovate and actually create something different. Although

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00:23:03.720 --> 00:23:06.799
the fact that that's part of your
culture and I heard that immediately, Oh

307
00:23:06.839 --> 00:23:11.640
that's fantastic. Okay. The second
thing I wanted to ask you is that

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00:23:11.720 --> 00:23:14.839
you said that be transparent is one
of your other core values. And when

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00:23:14.839 --> 00:23:17.160
I and I heard you said that
means stay what you can do is what

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00:23:17.240 --> 00:23:22.240
you can't do. What I also
think of transparency as authenticity, be redial,

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being acceptable. Is that part of
your culture? Here to what you

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00:23:26.039 --> 00:23:33.680
trying to absolutely you know, we
highly encourage or try to be themselves.

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You know. One of the things
that see Paul truly believes in if you

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00:23:40.400 --> 00:23:44.440
come to work, if you if
you are your true self, you will

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00:23:44.519 --> 00:23:48.400
then common to your true work.
You will get your absolute value in the

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things that you do. And I
and I absolutely believe that as well,

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00:23:52.640 --> 00:23:57.880
because you're more comfortable. I've never
worked in an environment where you know,

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one of the things you heard say
at the pancake houses, how much I

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00:24:00.920 --> 00:24:06.839
love wolves. I come from I
come from a very structured environment. My

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mom is very very very uh very
much like the military, very much like

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00:24:12.480 --> 00:24:15.400
the police department. She loved,
she loved giving us rules and we love

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following. And so I've always survived
very well in those type of environments.

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However, uh here a driver select, it's not that we don't have wolves.

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We have a bunch of people who
are allowed to be themselves and then

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00:24:30.880 --> 00:24:34.920
come to contribute. And what you
realize is when you are comfortable in your

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work environment and you're able to do
the things the way you're able to do

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them, you will actually do more
and the value of your work is actually

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increased. Uh. Your input,
your output and and your contributions are far

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more when you don't have a bunch
of micromanaging type of you know, do

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this, do this, or else
type type of type of the environment.

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We don't have that here. We
clearly communicate with absolute clarity what's expected,

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what's needed, and then people execute
because they believe in it, they trust

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in the poor values and and and
they're having fun. We have more fun

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at this place than everything. In
fact, when Austen came on board with

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us, I didn't think he was
just sick. You know. He came

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00:25:27.079 --> 00:25:30.799
in with a shirt and tie and
his tie was all the way up on

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his neck. And this guy is
not gonna make it any contrast, when

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00:25:34.599 --> 00:25:40.039
I'm looking at here, they're wearing
very bright orange T shirts that have their

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values and blazing on top of them. So Austin says, learn, learn

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00:25:44.720 --> 00:25:48.480
to earn, and Ramone says,
celebrate small successes. So there's no shirt

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and tie sitting in this room.
Okay, got it? Got it?

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And so and that's where that is, you know, being transparent, being

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00:25:57.359 --> 00:26:02.200
able to come to work and just
be your so, being honest about what

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you can and cannot do, and
like I said, not being afraid to

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00:26:04.960 --> 00:26:08.400
fall. You will bump your head, you will scrape your numbers. But

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00:26:08.640 --> 00:26:14.039
did you learn from that and did
you need help? You know, the

347
00:26:14.079 --> 00:26:18.519
biggest mistake that personally I made when
I came to the company is I accepted

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everything I said. Yes I can
do it, Yes I will do it,

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Yes I want to do it.
But I wasn't being transparent, so

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I wasn't being successful. So I
struggled. And it wasn't until I realized

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that it's not a race, it's
a marathon, and what my true purpose

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was. And am I truly comfortable
that I start seeing success because as the

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leader of my department, I was
choosing to tell by not being vulnerable and

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00:26:44.319 --> 00:26:48.519
being transparent. And so it was
when I found myself relaxing and embracing on

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poor values that I started being successful. And then my team started being successful,

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and now they're able to manage me
quite well. Take Remote. Really,

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00:27:06.119 --> 00:27:10.400
I think Remote hit on something there
that I think transparency is probably the

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00:27:10.440 --> 00:27:14.079
most important core value we have.
But I also think it's the most difficult

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to live because it is so contrary
to the way a lot of us were

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raised. A lot of us were
taught take the ownership and very naturally to

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a lot of people because it's you're
told them to find you're a small child,

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00:27:25.400 --> 00:27:29.039
you're responsible for whatever the chores,
and you responsible for your school work.

363
00:27:29.079 --> 00:27:32.160
You have to responsible for yourself as
you grow up, and you're taught

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00:27:32.160 --> 00:27:33.799
to kind of own things and do
well. And if you want to succeed,

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00:27:33.880 --> 00:27:37.519
then when the boss says, yes, sir, and go do it.

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00:27:37.519 --> 00:27:42.319
It's a lot harder to say,
you know, no, I can't

367
00:27:42.359 --> 00:27:45.279
do that, or yeah I probably
could, but you know what, I

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00:27:45.279 --> 00:27:48.440
really don't want to. I could
probably do that, all right, but

369
00:27:48.559 --> 00:27:52.680
everybody's great, ext it's not really
my passion. That takes an element of

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courage to speak up and say that, and it takes a very special environment

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where the person you're speaking to.
Isn't it going to immediately look down upon

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00:28:03.039 --> 00:28:04.160
you for saying, how dare you
say? You can't go do that?

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00:28:04.599 --> 00:28:07.039
Now? They appreciate the feed today. Okay, you don't really want to

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be doing that, all right,
Let's think about something else you can do,

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00:28:10.359 --> 00:28:12.880
or something else that you really want
to be doing. If you don't

376
00:28:12.920 --> 00:28:15.160
think you can do that, we'll
tell me why can't you do that?

377
00:28:15.400 --> 00:28:18.759
Maybe it's a training issue. All
right, let's get you trained up.

378
00:28:18.839 --> 00:28:22.880
Let's go. Let's go teach you
this that I think is the most the

379
00:28:22.920 --> 00:28:29.359
most difficult one to live because it
was so just the contrary to to my

380
00:28:29.559 --> 00:28:33.279
nature of wanting to like Lmonta too, just wanting to take more on and

381
00:28:33.359 --> 00:28:36.599
you say yes and all this keep
taking a bigger and bigger bite out until

382
00:28:36.839 --> 00:28:40.440
you realize that you've got enough,
more than you can chew. But I

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00:28:40.440 --> 00:28:42.240
think when you learn to relax,
be yourself, and that you learn that

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00:28:42.279 --> 00:28:49.079
it's it's it's it's it's okay to
fail once in a while, so long

385
00:28:49.119 --> 00:28:55.440
as you learn from and around here. That's usually the first thing if somebody

386
00:28:55.480 --> 00:28:57.799
says I messed something up, somebody
we called it usually declaring a breakdown.

387
00:28:57.920 --> 00:29:03.640
To declare a breakdown, usually the
very first thing out of one of our

388
00:29:03.640 --> 00:29:06.359
mouths, certainly out of Sea's mouth, is well, what's for learning?

389
00:29:07.160 --> 00:29:08.160
What did you learn from this?
And how do we make sure we don't

390
00:29:08.200 --> 00:29:12.400
repeat it? But when you have
that open line of communication and that level

391
00:29:12.400 --> 00:29:18.279
of comfort, you start seeing it
much more prevalent, and we start seeing

392
00:29:18.319 --> 00:29:23.599
those behaviors become much more prevalent in
your people and your tribe because people feel

393
00:29:23.599 --> 00:29:29.559
comfortable with it and they know that
it's okay to be yourself, it's okay

394
00:29:29.599 --> 00:29:30.880
to admit when you're lost, and
when you don't know how to do something,

395
00:29:30.920 --> 00:29:34.079
it's okay to admit a failure so
long as you're learning from it and

396
00:29:34.079 --> 00:29:40.160
you're not repeating those mistakes. And
that when you have that level of comfort,

397
00:29:40.200 --> 00:29:42.759
you start to drive these behaviors.
And we reinforce it through one of

398
00:29:42.799 --> 00:29:47.519
our other values here celebrating the small
successes. We don't wait till the end

399
00:29:47.519 --> 00:29:48.799
of the year to tell you,
oh, by the way, you did

400
00:29:48.799 --> 00:29:52.039
a great job on that project back
in February. When you did a great

401
00:29:52.079 --> 00:29:53.480
job, we're going to tell you
about it right then. Firstly, when

402
00:29:53.519 --> 00:29:56.079
you make a mistake, you're gonna
hear about it right then it will be

403
00:29:56.119 --> 00:30:03.000
dealt with. But when you you
can make minor course adjustments in your culture

404
00:30:03.400 --> 00:30:10.799
by celebrating the small successes along the
way and drive home and resporce these behaviors,

405
00:30:10.839 --> 00:30:15.079
and it makes for a much more
happy and productive tribes. A couple

406
00:30:15.079 --> 00:30:18.039
of things I want to weigh into
love what you're talking about. It's just

407
00:30:19.640 --> 00:30:22.160
the word is yummy. And I'm
not just saying that because we're getting close

408
00:30:22.160 --> 00:30:26.920
to dinner, but get you yummy. So what I'll tell you, Jens,

409
00:30:26.000 --> 00:30:29.799
is that in the work that I
do working with the medium sized and

410
00:30:29.880 --> 00:30:33.680
large companies that we do a lot
of transformation kind of work, breakthrough work,

411
00:30:33.039 --> 00:30:37.160
and we also use that terminology of
breakdowns. I don't know where that

412
00:30:37.200 --> 00:30:40.319
came from for you, but anyway, you know. So we end up

413
00:30:40.400 --> 00:30:42.960
working on these very large projects that
where they're trying to achieve some very large

414
00:30:44.000 --> 00:30:48.200
business initiative critical outcomes. Well,
in order to do that, it requires

415
00:30:48.240 --> 00:30:51.680
everybody to be completely engaged and it
requires people to be able to have those

416
00:30:51.720 --> 00:30:55.640
courageous conversations. It's so part of
what I've seen in the work that I

417
00:30:55.720 --> 00:30:57.279
do in those projects, what we
do and want to want coaching is a

418
00:30:57.359 --> 00:31:02.680
lot of it is helping to involve
in a professional or executive show to be

419
00:31:02.759 --> 00:31:03.960
able to say, well, if
you got to be able to present what

420
00:31:04.000 --> 00:31:07.960
you just said to me somewhere in
the organization where can actually matter. We

421
00:31:08.039 --> 00:31:11.680
can actually be on the court playing
the actual game, and we need the

422
00:31:11.720 --> 00:31:15.200
ball down the court. And so
what I'm saying is that the fact that

423
00:31:15.279 --> 00:31:18.839
this is part of your culture to
be able to encourage people to speak up

424
00:31:18.839 --> 00:31:22.799
and say what they can or cannot
do. You're doing that now on this

425
00:31:22.920 --> 00:31:26.440
level that's fundamental foundational level in your
organization and your growth is fantastic that you

426
00:31:26.480 --> 00:31:30.359
can find a way it keeps that
alive and really strong. It's going to

427
00:31:30.400 --> 00:31:37.960
start so well. One of the
things that we do is we are are

428
00:31:37.000 --> 00:31:42.000
aligned with Stagman Leadership academies, and
one of the things that we really do

429
00:31:42.400 --> 00:31:52.079
is we we work on empowering our
tribes so that they everyone can be creative

430
00:31:52.839 --> 00:31:57.720
and innovative and we can continue to
grow an organization from within. And we

431
00:31:57.839 --> 00:32:02.559
work very very hard and speaking a
common language. You know, if if

432
00:32:02.960 --> 00:32:06.519
if we are out of line or
out of sync in in terms of the

433
00:32:06.559 --> 00:32:10.519
things that we do, speaking of
common language helps us accomplish more. And

434
00:32:10.559 --> 00:32:17.400
so we we UH as leaders of
the organization, UH have gone through a

435
00:32:17.519 --> 00:32:27.319
year two years worth of Stagan leadership
in learning the principles to improve our communication,

436
00:32:27.759 --> 00:32:30.880
improve our accountability, self awareness and
things like that, and and and

437
00:32:31.079 --> 00:32:36.279
we continue to roll that forward to
the rest of the tribe so that we're

438
00:32:36.359 --> 00:32:40.720
all speaking a common language. Because
what is a tribe who have different languages

439
00:32:40.759 --> 00:32:45.920
and different dialects it is. It's
not a truck, it's just a land.

440
00:32:49.000 --> 00:32:53.480
So so we worked really, really
hard to to to uh teach the

441
00:32:53.920 --> 00:32:58.880
values of Stagan as well as our
poor value so that we're all speaking a

442
00:32:58.880 --> 00:33:01.680
common language and we're all all moving
in the same direction. And and it's

443
00:33:01.680 --> 00:33:07.119
a conscious effort too, because we
know that if we invest in in our

444
00:33:07.200 --> 00:33:13.039
tribe members at every level, then
we're going to all go to the next

445
00:33:13.079 --> 00:33:15.799
level together and put together we grow. And that's one of our our models

446
00:33:15.799 --> 00:33:22.000
here is together we grow and then
we go and think. So, that's

447
00:33:22.039 --> 00:33:24.839
what's made a successful one, I
believe. So that's good to me.

448
00:33:27.400 --> 00:33:30.359
That what Actually he beat me too, but I think that's been a huge

449
00:33:30.599 --> 00:33:35.279
I think that is the key to
the success. There are lots there are

450
00:33:35.319 --> 00:33:39.519
lots and lots of companies out there
who have good ideas, lots of people

451
00:33:39.519 --> 00:33:45.599
out there who are who have very
smart employees, but a lot of them

452
00:33:45.640 --> 00:33:49.720
don't make it, or a lot
of them don't reach the level of success

453
00:33:49.799 --> 00:33:53.839
that they expect for themselves or maybe
that the market saw as their potential and

454
00:33:53.960 --> 00:34:00.920
ask why. To me, there's
no question in my mind about that's that's

455
00:34:00.960 --> 00:34:05.799
what it is. And you had
the aligne earlier. The quotes from Southwest

456
00:34:05.799 --> 00:34:10.159
Airlines with my cultural leader strategies for
breakfast every day of the week, and

457
00:34:10.400 --> 00:34:15.519
I think it's true. I think
when you have a happy, engaged employee

458
00:34:15.519 --> 00:34:22.280
base, you get better results.
Well, I completely agree with that.

459
00:34:22.360 --> 00:34:23.400
And the other piece that I was
thinking about at the book that you were

460
00:34:23.400 --> 00:34:27.559
talking is that you know, for
you to get people who fit here,

461
00:34:28.079 --> 00:34:30.440
who fit your culture, your your
values, means you have your recruiting right.

462
00:34:31.320 --> 00:34:37.159
Absolutely absolutely, So can you say
just a little bit about how do

463
00:34:37.199 --> 00:34:39.800
you ensure that you've got somebody who
fits your culture? How do you assess

464
00:34:39.920 --> 00:34:44.440
that or as you came that?
So it's uh, we have a few

465
00:34:44.480 --> 00:34:51.159
tools that we use a few some
of them written assessments and trying to do

466
00:34:51.280 --> 00:34:55.199
some sort of cultural evaluations of people. But that's just a tool to use

467
00:34:55.679 --> 00:35:00.360
to kind of shed some light on
it. But I think the art of

468
00:35:00.400 --> 00:35:05.440
the I think interviewing and recruiting is
is much more of an art and a

469
00:35:05.519 --> 00:35:12.280
science, and it's it's about asking
the right questions and trying to elicit feedbacks

470
00:35:12.280 --> 00:35:16.880
from people and really get it what
what they want. So often I have

471
00:35:17.039 --> 00:35:21.559
found interviews, uh, I certainly
been guilty of it myself as well.

472
00:35:21.559 --> 00:35:24.440
When I was being interviewed at times
just giving the answer I thought they wanted

473
00:35:24.480 --> 00:35:27.760
to hear someone giving you the answer, they think you want to hear it,

474
00:35:29.800 --> 00:35:31.639
And it's not it's not easy to
do to try to get through that

475
00:35:31.719 --> 00:35:35.559
and say, well, you know, do you really believe that? Do

476
00:35:35.599 --> 00:35:40.599
you really think of tell me why? Why? And it's it's it's certainly

477
00:35:40.639 --> 00:35:45.119
a struggle in a challenge, because
I think that might be the biggest challenge

478
00:35:45.159 --> 00:35:49.599
that we have here is trying to
find because it is actually unique culture.

479
00:35:50.599 --> 00:35:57.239
I've not seen anybody else like us, really, so it is well,

480
00:35:57.599 --> 00:36:00.639
we're all of that. But you
know, one of the other things that

481
00:36:00.679 --> 00:36:04.880
I do, and I think that
we do really well. We don't have

482
00:36:04.920 --> 00:36:09.360
a tremendous amount of turnover. Uh
we uh possibly very very very little,

483
00:36:09.760 --> 00:36:15.079
very little turnover. And we do
a lot of internal minding within our tribe.

484
00:36:15.639 --> 00:36:22.440
Like minded people and and like behavioral
people, you got to be willing

485
00:36:22.480 --> 00:36:25.400
to accept feedback and get feedback and
transparency, and you've got to have a

486
00:36:27.239 --> 00:36:32.039
sense of value and ownership. And
we worked really really hard to ensure that

487
00:36:32.159 --> 00:36:37.480
we have people who are aligned to
those and and of course values that we

488
00:36:37.480 --> 00:36:42.519
we live by daily. They're simple, they're not they're not very complex things

489
00:36:42.559 --> 00:36:47.480
and and and written out in big
twelve paragraph description, they're real simple.

490
00:36:49.159 --> 00:36:52.079
I was raised, My mother raised
me on these and so for me to

491
00:36:52.119 --> 00:36:58.480
align simply too, it was very
very easy. And so when we're when

492
00:36:58.480 --> 00:37:04.480
we're engaging people about coming to work
for drivers Select one, we look internally

493
00:37:04.559 --> 00:37:07.159
first. Who do you know?
Who do you know? Who do you

494
00:37:07.280 --> 00:37:13.840
trust with this culture? Because this
is special because most people won't leave us

495
00:37:13.880 --> 00:37:16.519
because they're happy, And so who
do you want next team? Who do

496
00:37:16.599 --> 00:37:20.880
you trust to do good work so
you can then go forward and do great

497
00:37:20.920 --> 00:37:23.599
work? And who do you want
to pass it up onto? And so

498
00:37:23.719 --> 00:37:28.199
we do. We do a lot
of internal mindy as well as we,

499
00:37:28.400 --> 00:37:31.079
like you said Austin said, we
have some tools that we use, but

500
00:37:31.239 --> 00:37:36.719
we're really looking for everyone to align
to those for core values. And if

501
00:37:36.760 --> 00:37:39.559
you are that type of person and
you absolutely like to have fun and not

502
00:37:39.719 --> 00:37:46.679
have your necktie straight up to you, you can be successful as drivers Select

503
00:37:47.119 --> 00:37:52.480
Do you like playing dodgeball? Do
you like just being happy at work?

504
00:37:52.719 --> 00:37:55.679
And you know, one of the
things that I think of most is when

505
00:37:55.719 --> 00:38:00.639
I came to work here. You
know, if you take work homes cannot

506
00:38:00.039 --> 00:38:06.039
just not take work home. And
and I'm for the most part everyone that

507
00:38:06.079 --> 00:38:09.280
I've seen coming to this company after
I have always get here. Two weeks

508
00:38:09.320 --> 00:38:13.280
later, three weeks later, they
come back and says, well, my

509
00:38:13.360 --> 00:38:20.679
wife says, I'm happy, or
man and and and that there is the

510
00:38:20.960 --> 00:38:25.599
the the work life balance because now
you're happier and you're doing good work at

511
00:38:25.719 --> 00:38:30.440
work, and now you're doing good
work at home, you're able to listen

512
00:38:30.440 --> 00:38:32.440
and you're able to have fun,
and you actually realize you have a family

513
00:38:32.480 --> 00:38:37.599
too, because you're not killing yourself
at work worried about everything that you have

514
00:38:37.679 --> 00:38:42.320
to do, and then you're to
keep that job. You just come here

515
00:38:42.320 --> 00:38:45.559
for yourself as fun. That's amazing. And I do want you to know,

516
00:38:45.679 --> 00:38:51.800
gentlemen, that I did dress more
casually for you to get it.

517
00:38:51.840 --> 00:38:54.519
On the air with two gents from
Drivers Black, we have Austin Kramers and

518
00:38:54.559 --> 00:39:00.199
from Mild We've been talking a bit
about the culture they've intentionally care that drives

519
00:39:00.239 --> 00:39:05.679
their try values and inculcates their try
values into their business. Have the Break,

520
00:39:05.679 --> 00:39:07.840
We're going to talk about how that
culture translates to how they care for

521
00:39:08.039 --> 00:39:24.400
and serve their actual customers. Stay
with us, Friend us on Facebook to

522
00:39:24.440 --> 00:39:31.079
keep up with what's empowering the world. Voice America Empowerment Alice Cortes is a

523
00:39:31.119 --> 00:39:37.960
speaker and engagement and development catalyst.
She designs and delivers professional development, leadership

524
00:39:37.039 --> 00:39:42.719
and engagement workshops and can bring her
expertise to your organization. She will help

525
00:39:42.760 --> 00:39:47.679
ignite meaningful development within your workforce that
will increase employee engagement, performance and retention.

526
00:39:49.000 --> 00:39:52.599
To learn more or to invite Elise
to speak to your organization, please

527
00:39:52.679 --> 00:39:58.400
visit her at www dot Elisecortes dot
com. She would welcome the opportunity to

528
00:39:58.400 --> 00:40:12.840
help get your employees working on purpose
looking stock likes, bigger th s,

529
00:40:13.559 --> 00:40:17.840
get inspired, encouraged and connected on
our Lively award winning Healthy Living Power Hour

530
00:40:19.119 --> 00:40:24.000
Star Style Be the Star you are
with host and empowerment architect Cindya Brian live

531
00:40:24.159 --> 00:40:29.719
every Wednesday at four pm Pacific on
the Voice America Empowerment Channel. Tune into

532
00:40:29.719 --> 00:40:34.559
the Power Party for positive, uplifting, life changing talk radio, visit Starstyle

533
00:40:34.639 --> 00:40:50.199
Radio dot com. J Chen a
Mouse you man. We're making it easier

534
00:40:50.280 --> 00:40:53.320
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535
00:40:53.400 --> 00:40:57.880
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536
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537
00:41:01.239 --> 00:41:06.880
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538
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539
00:41:12.280 --> 00:41:16.559
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540
00:41:17.239 --> 00:41:30.440
Follow us on Twitter for more great
ideas at Voice America Empowerment. This

541
00:41:30.679 --> 00:41:35.599
is Working on Purpose with Elise Cortes. To reach our program today, please

542
00:41:35.639 --> 00:41:39.119
call in to one triple eight three
four six nine one four one. Again

543
00:41:39.199 --> 00:41:44.559
that's one triple eight three four six
nine one four one. You may also

544
00:41:44.599 --> 00:41:51.559
send an email to Elise A.
L Se at Elisecortes dot com. Now

545
00:41:51.800 --> 00:41:57.280
back to Working on Purpose. Thanks
for stating with us, and welcome back

546
00:41:57.320 --> 00:42:00.960
to Working on Purpose. If you're
just tuning in. Two guests here where

547
00:42:00.000 --> 00:42:06.000
you come drivers select, I have
Ramon Mayo and Austin Kramer's. We are

548
00:42:06.039 --> 00:42:09.840
talking about their efforts to power what
I call a very very mighty culture that's

549
00:42:09.880 --> 00:42:13.920
derived from their core values, that
engages the hearts and minds of their tribal

550
00:42:13.920 --> 00:42:17.639
and employees, delivers extreme terror to
their car buying customers and delivers and customed

551
00:42:17.679 --> 00:42:22.239
business performance. I'm your host to
least quartests. So just before the break,

552
00:42:22.280 --> 00:42:28.039
we were talking about that actual the
tribe culture values that work around your

553
00:42:28.039 --> 00:42:30.679
culture, that are inculcated and part
of your culture. There's one question I

554
00:42:30.679 --> 00:42:34.440
didn't get in that I really want
to ask you, and that is what

555
00:42:34.599 --> 00:42:38.599
about creativity and innovative thinking? So
how does that show up in this culture?

556
00:42:38.639 --> 00:42:44.880
How do you address that drive behavior
towards those things? Well, certainly

557
00:42:45.719 --> 00:42:52.199
it's certainly important. Innovation is key
because the challenges of tomorrow will not be

558
00:42:52.280 --> 00:42:58.079
the challenges of today. So you're
constantly trying to innovate and constantly trying to

559
00:42:58.079 --> 00:43:01.519
find a new way to do you
think are a better way to do things.

560
00:43:01.760 --> 00:43:07.840
I refer to it before as relentless
drive for efficiency. But how do

561
00:43:07.880 --> 00:43:12.480
you rather have to manifest itself within
the within the triers A couple of different

562
00:43:12.519 --> 00:43:16.760
ways. One I would say is
that we try to And I know Steve's

563
00:43:16.760 --> 00:43:20.159
big on this. He gets a
big kick out of this when he sees

564
00:43:20.840 --> 00:43:25.920
an opportunity for someone to bring their
their personal passion into something. We have

565
00:43:27.079 --> 00:43:31.840
a young woman working for us,
her job is rather technical in nature,

566
00:43:32.320 --> 00:43:37.960
but she's pretty creative. She likes
to to uh draw and creating, decorating,

567
00:43:37.960 --> 00:43:43.280
and she kind of helps put together
some of our monthly kickoff meetings and

568
00:43:43.400 --> 00:43:45.239
come to the new team every month, and the whole place is decorated that

569
00:43:45.360 --> 00:43:49.880
theme. And to her, it's
not work at all. She was she

570
00:43:49.960 --> 00:43:52.039
lefts to go out there and do
it and and it speeds that passion for

571
00:43:52.199 --> 00:43:55.559
her. And we have other examples
like that. I think another way that

572
00:43:55.760 --> 00:44:01.480
is just probably less creativity, our
innovation, the innovative size, but trying

573
00:44:01.519 --> 00:44:05.920
to just think outside the box.
Uh, that's kind of a cliche term.

574
00:44:06.039 --> 00:44:07.679
But I think the way we do
it, the way it kind of

575
00:44:07.760 --> 00:44:12.599
manifests itself, is we ask ourselves
lots of times or we say we have

576
00:44:12.679 --> 00:44:16.039
a problem, we were looking for
a solution for it. Very often most

577
00:44:16.079 --> 00:44:19.599
of the time, this is not
a what problem, It is a who

578
00:44:19.719 --> 00:44:23.000
problem? And say, well,
what we mean by that is very few

579
00:44:23.079 --> 00:44:27.719
times in your life will you face
a problem that nobody else has faced before

580
00:44:27.840 --> 00:44:30.599
or solved. Somebody else has dealt
with this sport, somebody else has solved

581
00:44:30.639 --> 00:44:34.519
the support. Let's just go find
out who. Let's go find out who

582
00:44:34.559 --> 00:44:36.960
gives and how they did it,
and then see how we can adapt that

583
00:44:37.079 --> 00:44:39.119
for hours, and that comes up
all the time, I mean, not

584
00:44:39.239 --> 00:44:45.320
the least of which is that we
have a relatively tiny car lot here in

585
00:44:45.440 --> 00:44:50.519
Dallas, uh and we are selling
a very high volume of cars monthly,

586
00:44:51.000 --> 00:44:53.280
and so well, where do you
keep your inventory? We have to tiny

587
00:44:53.280 --> 00:44:58.119
a little lot. How can we
keep the inventory here? That presents a

588
00:44:58.159 --> 00:45:01.840
real challenge for us. But we
at one point found a mall, shopping

589
00:45:01.920 --> 00:45:07.400
mall that was not being used at
some demolition plans for it and said,

590
00:45:07.400 --> 00:45:10.119
well, through a period of time, they're not using their parking garage,

591
00:45:12.159 --> 00:45:15.000
and we were. It went long
before Ramona and I Road. They're taking

592
00:45:15.000 --> 00:45:16.639
a tour through the garage, and
we signed the lease on it shortly after

593
00:45:16.719 --> 00:45:21.360
that, and we were able to
store cars there for a little while until

594
00:45:21.400 --> 00:45:23.760
we start trying to find a more
permanent solution. But it was it,

595
00:45:24.199 --> 00:45:27.800
I mean, it's it's not rocket
science. It's just trying to think of,

596
00:45:27.920 --> 00:45:30.840
Okay, well what is the problem
here, and anybody else solved this

597
00:45:30.920 --> 00:45:34.360
problem before somebody else has solved the
problem of parking a lot of cars protecting

598
00:45:34.400 --> 00:45:37.440
them from Hale, who did that, well, some of the parking garage

599
00:45:37.480 --> 00:45:42.119
probably all right, let's go find
a parking garage somewhere. So it shows

600
00:45:42.199 --> 00:45:45.280
up in lots of different ways.
So I think it's absolutely vital because what

601
00:45:45.199 --> 00:45:49.480
got us here will not get us
there. And if we want to keep

602
00:45:49.519 --> 00:45:53.320
growing, which we absolutely do,
and we have certainly our ideas and our

603
00:45:53.360 --> 00:45:55.800
plans what our growth is going to
be and what it's going to look like

604
00:45:55.880 --> 00:45:59.599
is when it's going to take place, hopefully sooner than later. But we

605
00:45:59.719 --> 00:46:06.960
also have this idea within ourselves though, that we will not grow the business

606
00:46:07.079 --> 00:46:09.800
faster when we grow the culture because
we're not one. We're not going to

607
00:46:09.880 --> 00:46:14.480
sacrifice who we are for what we
might be able to become. We need

608
00:46:14.559 --> 00:46:16.079
to be true to who we are, true to what we do, because

609
00:46:16.559 --> 00:46:22.119
that's what's really important. And we
just really believe that if we just keep

610
00:46:22.159 --> 00:46:25.159
to that and keep doing it,
the success will come, profits will come,

611
00:46:25.280 --> 00:46:30.000
sales will come. All of that
stuff will happen if we just keep

612
00:46:30.159 --> 00:46:34.360
having great people, smart people,
hard working people who are really engaged and

613
00:46:34.519 --> 00:46:37.360
passionate about what they're doing, passionate
about the company, passionate about the tribe,

614
00:46:37.800 --> 00:46:45.280
and about an opportunity to not just
serve a company, but to to

615
00:46:45.559 --> 00:46:47.960
serve your community. We say,
you know, this is you know we

616
00:46:49.079 --> 00:46:52.360
got from the conscious capitalism events we've
attended, but that we're looking for the

617
00:46:52.480 --> 00:46:58.079
win win win scenario. People always
talk about a win win, but there's

618
00:46:58.079 --> 00:47:00.440
a third win out there. And
the third one can be the environment,

619
00:47:00.639 --> 00:47:05.440
or it can be your community,
or it can be your your your family.

620
00:47:05.920 --> 00:47:07.440
But there's there's a third win out
there and there is a way to

621
00:47:07.480 --> 00:47:10.199
do that. You just have to
look you said it looks for yah,

622
00:47:10.280 --> 00:47:14.360
look for yeah, well you know
one of the things, uh in fact,

623
00:47:14.400 --> 00:47:19.880
and lean in on that question.
One way we we try to create

624
00:47:19.920 --> 00:47:27.679
the environment to encourage creativity and innovation
as we eliminate fear and tho our core

625
00:47:27.800 --> 00:47:30.679
values. And I know I keep
saying it because I truly believe it up

626
00:47:30.679 --> 00:47:36.000
bleeded a drink that laung kool aid, if you will, is that it

627
00:47:36.199 --> 00:47:40.840
is okay to fail. And if
you eliminate the fear of failure and you

628
00:47:42.119 --> 00:47:49.079
encourage everyone to contribute, then you
encourage people to be more creative than innovative.

629
00:47:49.400 --> 00:47:53.360
And we also, through our efforts
of recruiting and internal mining, set

630
00:47:53.440 --> 00:47:58.920
in the stage for success. Uh, we hire next level people. We

631
00:47:59.119 --> 00:48:02.920
hire people are capable of taking us
to the next level, who aren't afraid

632
00:48:04.119 --> 00:48:08.679
to lend their ideas and do different
things. You know, We, like

633
00:48:08.760 --> 00:48:13.039
Austin said, we didn't recreate it, will we just we just put a

634
00:48:13.079 --> 00:48:15.880
different chassis on. We roll on
it differently, you know. And and

635
00:48:16.039 --> 00:48:21.960
and that's what we do is we
look for next level contributors and then we

636
00:48:22.360 --> 00:48:25.960
we create the environment by empowering them
and giving them the skills, knowledge and

637
00:48:27.039 --> 00:48:31.239
ability and the willingness to contribute and
the courage to do so. And you

638
00:48:31.320 --> 00:48:35.920
know, if you see Steve Paul, Steve Paul, you'll see him,

639
00:48:36.239 --> 00:48:39.599
and he'll have calprint shoes on and
an orange T shirt. He looks just

640
00:48:39.960 --> 00:48:46.960
like everyone else, except for the
cawprint shoes and much of the yes,

641
00:48:47.159 --> 00:48:53.039
you will see you will see that
the entry level tribe member communicating with Steve

642
00:48:54.079 --> 00:48:59.960
one on one all day long,
given his ideas to Steve or her ideas

643
00:49:00.119 --> 00:49:04.880
to Steve, and Steve acting on
them. Because everyone is valuable and everyone

644
00:49:05.320 --> 00:49:08.400
has that responsibility to take this company
to the next level. And the cool

645
00:49:08.440 --> 00:49:13.960
thing about it is we do have
a leader of this company that is willing

646
00:49:14.039 --> 00:49:19.320
to listen, and I think that
encourages creativity and innovation because you're not afraid

647
00:49:20.039 --> 00:49:22.079
and you can tell Steve I don't
agree with you. I think you're wrong.

648
00:49:22.519 --> 00:49:27.239
Let's try this and you'll you'll be
like okay, okay, and we'll

649
00:49:27.320 --> 00:49:30.760
do it and then we'll find success
in it. Now, sometimes we don't,

650
00:49:30.199 --> 00:49:34.239
but it's okay because like I said, we don't have a fear of

651
00:49:34.320 --> 00:49:37.000
Thus we learn from that, we
create, we bottle up the experience,

652
00:49:37.360 --> 00:49:43.599
and we grow forward with it.
So it's brilliant. Well getting into how

653
00:49:43.960 --> 00:49:45.800
all of this culture now trying to
think to how you do this and how

654
00:49:45.840 --> 00:49:50.519
do you actually serve and care for
your customers. So to start this conversation,

655
00:49:50.679 --> 00:49:52.360
what I know because of the work
that I do the management consulting,

656
00:49:52.519 --> 00:49:58.000
is that how we mentally frame things
is so important. How we allow something

657
00:49:58.079 --> 00:50:01.039
to occur for us is really really
import So you talk about not being in

658
00:50:01.119 --> 00:50:05.599
the car business of rather being in
the care business, and that it seems

659
00:50:05.639 --> 00:50:09.079
to me that constitutionality that can behave
yourself and how you see things when you

660
00:50:09.159 --> 00:50:13.079
say a little bit about you know, how does that show up for you?

661
00:50:13.159 --> 00:50:15.519
Guys? They're in the care business, that the car business, it

662
00:50:15.599 --> 00:50:19.920
shows up and everything we do and
we've built, have built and continue to

663
00:50:20.840 --> 00:50:24.559
build and grow a culture of care
and that we will care for one another.

664
00:50:24.719 --> 00:50:29.639
We will care for our community.
We do. We do work great

665
00:50:29.679 --> 00:50:32.559
work with a local charity called Bogo
Alcos. We do a lot of work

666
00:50:32.599 --> 00:50:37.880
with them. We we care for
our for our key vendors, our key

667
00:50:37.119 --> 00:50:45.719
stakeholders. When one of our biggest
vendors told us that we were I think

668
00:50:45.760 --> 00:50:50.000
the most the most profitable customer in
the state or maybe in the country,

669
00:50:50.280 --> 00:50:53.000
they were doing very well, and
our first reactions, see, the first

670
00:50:53.000 --> 00:50:54.840
reaction was not, well, how
about you give us a break on the

671
00:50:54.920 --> 00:50:59.239
price. The first reaction was that's
great, good for you, that's awesome.

672
00:50:59.559 --> 00:51:00.920
We want you to do well.
We want you to be better because

673
00:51:00.920 --> 00:51:04.920
the better you do, the more
freedom you have to help us do better

674
00:51:05.000 --> 00:51:08.840
for our business. And we we
just we thrive on that culture of care

675
00:51:09.199 --> 00:51:14.199
and not the least ways. You
have to care for your customers because it

676
00:51:14.239 --> 00:51:16.039
doesn't matter really what s doing it
because the other day, if the customers

677
00:51:16.039 --> 00:51:20.639
aren't coming, you're not going to
be in business for long. But we

678
00:51:21.360 --> 00:51:23.199
try to be very, very transparent. It's part of the business models why

679
00:51:23.199 --> 00:51:28.960
we don't negotiate on prices. It's
why all of that there's no bait and

680
00:51:29.000 --> 00:51:30.719
switched to the cars up on our
other side of the cars, we have

681
00:51:30.800 --> 00:51:35.239
an inventory. We don't negotiate the
price because it's already marked as well as

682
00:51:35.239 --> 00:51:37.599
we can get it. There is
no hidden profit, there is no there's

683
00:51:37.639 --> 00:51:40.079
nothing hidden in there. This is
what it is. And if you if

684
00:51:40.320 --> 00:51:44.199
you're in the market of this vehicle, I'd be surprised if you find it

685
00:51:44.280 --> 00:51:45.159
cheaper somewhere else. But if you
didn't, con see you go for it,

686
00:51:46.000 --> 00:51:49.519
but come here, give us a
chance. And we just want to

687
00:51:49.519 --> 00:51:52.679
be totally transparent and show it to
you. And we have. We've been

688
00:51:52.719 --> 00:51:58.480
successful with it. It's worked.
I think people appreciate. So I wanted

689
00:51:58.599 --> 00:52:01.679
you to think you will paint for
us to picture of what it would be

690
00:52:01.880 --> 00:52:06.800
like to be a customer. So
I go online and I start looking for

691
00:52:07.079 --> 00:52:08.920
a car, and so I chat
with you guys, or I call you

692
00:52:09.000 --> 00:52:13.440
guys, or I come outsite walk
us through a little bit about the customer

693
00:52:13.480 --> 00:52:15.199
experience, what's going on and how
it is that you make sure that you

694
00:52:15.360 --> 00:52:20.119
extend that care that we talk to
you about us, so do The answer

695
00:52:20.159 --> 00:52:23.320
to your question is yes, you
can, chat, can show up,

696
00:52:23.880 --> 00:52:27.360
you can email us if you get
on the website. I won't say long

697
00:52:27.360 --> 00:52:31.000
before a chat window will pop up. We try to do this as part

698
00:52:31.039 --> 00:52:34.320
of our carrying for customer. We
can try to give them a good experience,

699
00:52:34.360 --> 00:52:38.199
but we try to get ninety percent
of the deal done before the person,

700
00:52:38.440 --> 00:52:43.800
the customer, ever sets foot on
the lot. We can talk to

701
00:52:43.840 --> 00:52:49.519
you about the vehicles you're interested in. We can talk to you about products,

702
00:52:49.559 --> 00:52:52.280
and I'll warranty for extended service contracts, and we talk to you about

703
00:52:52.280 --> 00:52:53.320
den products gap in terms of all
the other things. We can arrange your

704
00:52:53.360 --> 00:52:57.280
financing for you, all without you
ever had to come in here. We

705
00:52:57.320 --> 00:53:01.559
can do us over the phone over
email. When you come in, you're

706
00:53:01.599 --> 00:53:04.679
really just here to test d out
the car and make sure it is what

707
00:53:04.760 --> 00:53:08.159
you thought it was and then sign
the paperwork and if if all goes well.

708
00:53:08.679 --> 00:53:12.920
Most of the time we ran out
under an hour, So I got

709
00:53:14.440 --> 00:53:17.800
the part. You're gonna have one
point in contact your your saltily called them

710
00:53:17.880 --> 00:53:22.480
CEOs, the customer Experience officer.
It's not going to get us on the

711
00:53:22.559 --> 00:53:25.840
table every two minutes to go check
with his manager and see if he can

712
00:53:25.920 --> 00:53:30.400
do that for you again, because
there's no there is no negotiationalized as what

713
00:53:30.599 --> 00:53:40.400
here's across the right. And and
another thing is we you know, we

714
00:53:40.559 --> 00:53:46.320
make sure that you get a very
high quality vehicle at a great price,

715
00:53:47.440 --> 00:53:52.880
and you're not going to be breaked
out with the coals to drive the part

716
00:53:52.920 --> 00:53:59.000
that you love to drive. And
they're very honest up front about what you

717
00:53:59.039 --> 00:54:04.679
should expect and and when you come
in you can test drive in the vehicle

718
00:54:04.760 --> 00:54:12.360
we have on our life. It's
not pressured. We we it's just it's

719
00:54:12.400 --> 00:54:15.480
for you. It's tailored. Its
tailored for you to be comfortable, and

720
00:54:15.599 --> 00:54:21.360
we do everything we tend to make
it comfortable for you. The brand problems.

721
00:54:21.440 --> 00:54:25.440
We're going to give you consistent quality, consistent consistent, high quality vehicles.

722
00:54:27.400 --> 00:54:29.400
We're going to give you the great
price, and we are going to

723
00:54:29.519 --> 00:54:34.360
give you an easy experience. And
those are the brand promises and it's what

724
00:54:34.480 --> 00:54:37.719
we try to live up to every
day. Awesome, guys, it's been

725
00:54:37.760 --> 00:54:40.320
awesome. I wish we had more
time. We're already just almost supposed that

726
00:54:40.360 --> 00:54:45.840
this at the hour already in say
fifteen seconds, eat what would you like

727
00:54:45.880 --> 00:54:51.199
to leave by Let's says remote.
You know, you know we're growing as

728
00:54:51.199 --> 00:54:54.519
a company, and I would highly
encourage everyone to come out and visit us,

729
00:54:54.880 --> 00:54:59.800
pss a car or join the tribe. Uh. You will never find

730
00:54:59.840 --> 00:55:05.039
a better place to work or shop
in Dallas or in the United States,

731
00:55:05.239 --> 00:55:07.880
and you will see us. That's
awesome. He kind of beaten me to

732
00:55:07.960 --> 00:55:10.679
it. I was gonna say,
come out, come out, meet us.

733
00:55:10.679 --> 00:55:15.039
If you're looking for a car,
or if you find yourself in a

734
00:55:15.119 --> 00:55:19.840
situation similar to where I was.
If you don't have a great sealing or

735
00:55:19.840 --> 00:55:22.960
a great meeting in your life right
now, maybe think about joining the tribe.

736
00:55:22.960 --> 00:55:24.480
We'd love to meet you and see
us. If you're a fit here,

737
00:55:24.519 --> 00:55:28.719
it's you want to you can live
our four core values. We would

738
00:55:28.760 --> 00:55:31.119
certainly love to meet you. And
I think what I tell people they talk

739
00:55:31.159 --> 00:55:34.920
about coming to on the Tribe is
that I came up. I worked for

740
00:55:35.000 --> 00:55:37.000
a Big four accounting firm. I
worked for a China international law firm.

741
00:55:37.519 --> 00:55:42.320
Two industries that are known for having
people who are just terribly overworked. You

742
00:55:42.360 --> 00:55:45.280
work really, really hard. The
difference here is that we work really hard,

743
00:55:45.360 --> 00:55:50.800
but it's because you're working hard for
one another. Got it? Great

744
00:55:50.840 --> 00:55:52.199
way to finish awesome. Thank you
so much, and guys, thank you

745
00:55:52.280 --> 00:55:57.760
for letting me come to your actual
location be here with you for this conversation,

746
00:55:57.920 --> 00:56:00.840
and thank you for winging in with
your past, your heart, your

747
00:56:00.880 --> 00:56:02.519
mind. It's been wonderful to talk
with you. Thanks for having us.

748
00:56:04.320 --> 00:56:07.400
If you want to learn more about
fifteen of passionate professionals and once they're up

749
00:56:07.400 --> 00:56:10.400
to the drivers select, go to
their website. It's drivers select dot com.

750
00:56:10.599 --> 00:56:14.719
So twos is in the middle there
and join us next week when we

751
00:56:14.760 --> 00:56:17.400
continue the conversation to help all of
us more meaningfully and productively connect with our

752
00:56:17.440 --> 00:56:22.239
work. We'll be talking with Sean
Anderson, with a motivational author, unlimited

753
00:56:22.280 --> 00:56:25.280
thinker, and lifetime entrepreneur with a
history of inspiring others. He is also

754
00:56:25.360 --> 00:56:30.239
the human spark clug behind the extra
mile day a day recognized and the power

755
00:56:30.320 --> 00:56:32.760
we have to create positive change when
we go the extra mile. We'll be

756
00:56:32.800 --> 00:56:37.760
sharing our respective views and what makes
for a great life at work and everywhere

757
00:56:37.800 --> 00:56:39.760
else. See then, remember works
at least one third of our life,

758
00:56:39.800 --> 00:56:50.400
So let's work on purpose. We
hope you've enjoyed this week's program. Be

759
00:56:50.519 --> 00:56:54.039
sure to tune into Working on Purpose, featuring your host Alis Cortes, every

760
00:56:54.079 --> 00:56:59.920
Wednesday at six pm Eastern time three
pm Pacific time on the Voice America empower

761
00:57:00.039 --> 00:57:12.559
and Channel. This week, find
your life's purpose at work m

driversselect: Building a Culture to Drive Business Performance

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