Auto Care ON AIR
"Auto Care ON AIR" is a candid podcast dedicated to exploring the most relevant topics within the auto care industry. Each episode features insightful discussions with leading experts and prominent industry figures. Our content is thoughtfully divided into four distinct shows to cover four different categories of topics, ensuring collective professional growth and a comprehensive understanding of the auto care industry.
The Driver's Seat: Navigating Business and the Journey of Leadership
To understand organizations, you need to understand their operators. Join Behzad Rassuli, as he sits down for in-depth, one-on-one conversations with leaders that are shaping the future. This show is a "must listen" for how top executives navigate growth, success, and setbacks that come with the terrain of business.
Carpool Conversations: Collaborative Reflections on the Road to Success
Hosted by Jacki Lutz, this series invites a vibrant and strategic mix of guests to debate and discuss the power skills that define success today. Each episode is an entertaining, multi-voice view of a professional development topic and a platform for our members to learn about our industry's most promising professionals.
Indicators: Discussing Data that Drives Business
This show explores data relevant to the automotive aftermarket. Join Mike Chung as he engages with thought leaders in identifying data that will help you monitor and forecast industry performance. Whether global economic data, industry indicators, or new data sources, listen in as we push the envelope in identifying and shaping the metrics that matter.
Traction Control: Reacting with Precision to the Road Ahead
Every single day, events happen, technologies are introduced, and the base assumptions to our best laid plans can change. Join Stacey Miller for a show focused on recent news from the global to the local level and what it may mean for auto care industry businesses. Get hot takes on current events, stay in the know with timely discussions and hear from guests on the frontlines of these developments.
Auto Care ON AIR
People First! Building Cultures That Attract Today's Workforce
What if the secret to doubling your business revenue wasn't a marketing trick or sales technique, but simply putting your people first? That's exactly what Shari Pheasant discovered when she returned to help manage her auto repair shop, taking it from $1.6 million to $3.2 million in just three years through revolutionary people-first strategies.
In this fascinating conversation, NAPA Vice President Jason Rainey and A Master Mechanic/Horsepower Strategies CEO Shari Pheasant reveal the transformative power of creating cultures that truly engage today's workforce. Their insights challenge traditional leadership approaches and offer practical solutions for businesses struggling with employee retention and satisfaction.
The duo breaks down how predictive technology assessments have helped them understand team dynamics, revealing that most leaders unconsciously hire people just like themselves – creating dangerous blind spots. Instead, they advocate for building deliberately diverse teams where different thinking styles complement each other. As Rainey explains from his military background, successful leadership requires both "accomplishing the mission" and "troop welfare" – you can't achieve one without the other.
Particularly valuable is their discussion about authenticity in leadership. With 93 million millennials and younger workers in today's workforce, old command-and-control approaches simply don't work. Employees crave leaders who demonstrate vulnerability and emotional intelligence, who acknowledge mistakes and create psychologically safe environments. As Pheasant notes, "Employee happiness is the ultimate profit driver in your business."
Whether you're leading a small team or managing a large corporation, these strategies transcend industry boundaries. Their final insights will change how you approach team building, customer satisfaction, and personal leadership development. Don't miss their powerful closing thoughts on what truly makes a people-first culture sustainable for long-term success.
Ready to transform your workplace culture? Subscribe to Auto Care On Air for more conversations that drive industry excellence and personal growth.
To learn more about the Auto Care Association visit autocare.org.
To learn more about our show and suggest future topics and guests, visit autocare.org/podcast
32 years, it's time to throw in the towel. No, it's not.
Speaker 2:That's, you're almost to 50, right, our agreement was 50 years. We are committed for 50 years. Once we get to 50, we can renegotiate. So when you're like 70. Right, who's going to do that? But?
Speaker 3:it feels good.
Speaker 2:It just feels good for a minute to think I actually have a choice. We didn't make this deal.
Speaker 3:I know.
Speaker 2:We're 34, I think we said life.
Speaker 1:Yeah, life, yeah, yeah, no, it's really life, but how old were you when you got married?
Speaker 2:27.
Speaker 3:27.
Speaker 1:19. Oh.
Speaker 3:Wow, and you've made it 30 years. That's pretty darn good, 32.
Speaker 1:32. Would have loved to have had those 20s back.
Speaker 3:Yeah, wouldn't have changed anything. I do feel like we did it right. We dated for almost five years by the time we got married.
Speaker 1:That's the right way to go.
Speaker 3:I feel like we did our 20s well. He worked a lot he wanted, I traveled, I lived abroad and did all that stuff while we were dating.
Speaker 2:So by the time we got married.
Speaker 3:I'm like, okay, I'm ready.
Speaker 2:Okay, I'm ready, I could be tied down. I mean mean it's up.
Speaker 1:When do we start this thing?
Speaker 3:Oh sorry.
Speaker 1:We were just talking An hour ago.
Speaker 3:An hour ago, 24 minutes ago. Yeah, we're done. Okay, can we cover everything? Welcome to Auto Care On Air, a candid podcast for a curious industry. I'm Jackie Lutz, content Director at the Auto Care Association, and this is Carpool Conversations, where we collaborate on today's most relevant power skills. We're all headed in the same direction, so let's get there together. Welcome everybody to another episode of Carpool Conversations. I have a very interesting topic today. We're going to talk about people-first strategies for cultures that attract today's workforce, and I have two fantastic people with me Jason Rainey, with NAPA, and Shari Pheasant. She's a dual role a master mechanic and horsepower strategies, and I'm actually going to do something different and have you guys kind of give a little introduction of yourselves. So, jason, why don't we start with you?
Speaker 1:Well, hello everyone. My name is Jason Rainey. I currently am the vice president of the NAPA Auto Care Program, the NAPA Auto Tech Training Program and the AAA Strategic Partnership. So July 1st will be my 28th year with Napa, 28th year in the industry.
Speaker 3:Wow, yeah, it's exciting. So what's your background?
Speaker 1:So, believe it or not, a little bit different than most. I actually went to work for Napa when my father-in-law bought an old gas station and Napa wanted to come into our town. And I was right out of the service and the general manager of the distribution center in Grand Rapids came up to ink a lease deal with him and he looked at me and he said what do you do? And I said, hey, I just got out of the service and kind of trying to figure things out. And he said, well, why don't you come work of the service? And kind of trying to figure things out. And he said, well, why don't you come work in this store? And I thought you know, really don't know much about car parts. Doesn't sound interesting. And my father-in-law said you don't have a job. So I started the next day.
Speaker 2:No pressure.
Speaker 1:So I started the next day, and that's kind of how my journey began 28 years ago.
Speaker 3:There's a lot of people that got roped into this industry that were not car people. They weren't like me. For example, I fell face first. I mean I worked for a little tiny tire pressure monitoring system sensor ugly little sensor. They showed me in my interview and I'm like okay. And here you are yeah, and here I am loving it.
Speaker 1:Yep, who knew? And once you're here, you're here to stay.
Speaker 3:It's like the mafia Once you're in, you never get out.
Speaker 2:That's exactly right, yeah, absolutely.
Speaker 1:Speaking of journeys, what about yours?
Speaker 2:Oh well, I started in management when I was 18 at a pizza parlor. How'd that end Stop?
Speaker 3:it.
Speaker 2:No, do tell. No, I thought we were introducing ourselves. We're not starting like that. We can get into that later Because you know, I mean, it doesn't matter where you are today, you started somewhere. You're in good company.
Speaker 2:I ended up managing some restaurants, moved on to managing five clothing stores right, 8.2 million. Came out to Reno, nevada, and met my husband, fell in love, got married and he was working at UPS and I was working in an office right, because we had kids. I wanted to make that the priority. I wanted to work during the day. I had been in clothing.
Speaker 2:So you know, at Christmas time there is no family and I didn't like that. I didn't like how they treated their people and I didn't like that. I didn't like how they treated their people right. So I left and he was at UPS and that was right after the strike and it was terrible. It was a terrible culture there at the time Sorry, ups, if you're listening, just saying and I said let's open our own automotive shop. You're amazing Because I made several bets with him. You hear a car across the street or somebody break down. He goes. That's what's wrong with it. I'm like it is not. I thought I married a mechanic. No, I married a can you say badass, a badass mechanic, awesome, I mean. He won the bet every time. So I stopped betting and just knew we needed to open a shop. And he said I don't know the business end of it.
Speaker 1:I said I do so together.
Speaker 2:21 years in May, we have a master mechanic and we were honored to receive the Apex Shop Owners of the Year Award in 2024, this last year.
Speaker 3:Congratulations, I think, it's for our people.
Speaker 2:first stuff right, and I had an 18% growth rate at the shop every year, end after end. And then I decided we had a coaching company that was helping us. And the coaching company had closed down twice and gone bankrupt. And he said hey, I want you to come help me redo my business model. And so I spent a couple of years helping him do that and knew it wasn't going to last forever Personality styles, right. And when it didn't, I really thought about what do I want to do? And so I opened a consulting company and I consulted shops for a little bit and then ended up stretching out into outside of the industry. And then about three years ago, my husband was like, please come back, because we had flatlined and we were, you know the revenue. And so in the last three years we've taken our shop from 1.6 to 3.2 million.
Speaker 3:Wow.
Speaker 2:Double the business in three years. It tends to be my reputation I can double your business.
Speaker 1:And can I just say this I have been in your shop and let me say the judging panel at Apex got it right.
Speaker 2:It is an outstanding operation. Well, we are an app, a gold shop, and we like to do things right and we like to have all of the things that make us top of the industry, and we like to do that for people. So we feed our people lunch, our team lunch every day. We have a kitchen on site and we have an employee that buys, cooks and cleans up after lunch. Wow, that's culture that's fantastic.
Speaker 3:So you blame this growth and this fantastic shift on the culture that you've put into place at the shop. You think that that's the number one.
Speaker 2:A hundred percent, because I've done it with a landscaping company, a tile store right, a wealth advisor, an insurance company, and it works. And so the only thing different right? If you keep doing the same thing, you don't get any different results. All of a sudden you add a piece to it, right, and then there's a different result. That is what's bringing that different result.
Speaker 3:So tell me more. Let's break this down. So how do you go about assessing a company when you walk in? What do you look for first, or what do you look for most importantly that needs to be fixed, or where do you see the red flags?
Speaker 2:Well, I ask the people what's going on. So we do personal interviews and I tell them look, I keep confidences, but secrets can't be kept secret, because you can't solve a secret. Right, I will make sure that there is no retribution for what you tell me, because there are things that they tell me like, oh, oh, really, that's what's happening. And then I hear it from five people and it's like, oh, so then I have to go to the leader and say, hey, so just a question, what do you think about this? And they're like well, I think that I am. So do you feel like your staff might feel that? Right? So then we we kind of weave through. It's about the right conversations. And so then we do an engagement survey or a stress survey, and so, like a stress survey, when I heat map it, I can see the pieces of what's happening that are the hardest for the team to handle.
Speaker 2:When I do an engagement survey, based on Gallup's eight factors of engagement, dr Robert Sikora, we look at accountability and purpose. Do we have that? Do we have care and respect? Do we have agility and development? So all of those things are really important and when you see it on paper, it just makes it real. It doesn't make it wrong or right. It doesn't put anybody at blame. It just gives you something in writing for you to look at. It just gives you something in writing for you to look at, and so we do that, and there's a proprietary process that I go through with everyone. Depending on if we're doing a one-day team training, a two-day, maybe I have a 90-day engagement with them. Many of my clients have been with me for three years Because I can double your business, though it's the ROI CEOs want.
Speaker 3:ROI. That's why they're CEOs, and I'm assuming that this isn't just at, like, a shop level type business. This could really be. These ideals that we're going to talk about could really be spread throughout the industry, throughout all of the different distribution channels throughout the industry.
Speaker 2:Corporations have teams and so when you break it down, it's a bunch of little small businesses that are put together in teams, so you start working with the teams. And so when you break it down, it's a bunch of little small businesses that are put together in teams, so you start working with the teams. Now I'm also in casino world and we are in talks with a casino. They have 1,800 employees, so I have a bench team. I'm a CEO of a boutique strategic firm.
Speaker 2:And so I have a bench team of up to 24 people that I can bring in at once, Because you can't just change the piece right. It's like a bad apple in a basket. The rest of them end up going bad if you don't change everything. So there's different ways to do it, depending. What I love about it is custom. What do you want? It's not. I don't bring an answer in. I look for the answer that fits for you.
Speaker 3:And Jason. How do you use all of this, because I know you've known Shari for quite a while? You guys met, I'm assuming did you guys meet from the shop, and you being a Napa, when did?
Speaker 1:we meet, we met out in Las. Vegas at the Women in Auto Care Awards in 2017. 2017, I think Good memory. Yeah, yeah.
Speaker 3:You just like said hi and then never said bye.
Speaker 1:Yeah, I think that's kind of how that went, we just, uh, ran into each other. We knew who each other were.
Speaker 2:And here we are I remember him asking me why are they all getting all these awards? How do I do that? How do I become a part of women in auto care?
Speaker 1:well, and look what's happened since. We've had three shop owners go on to win it Kathleen, christy and Jess last year. So it's been fun, it's been a great run. So how do I take what Shari does and put it in my business? I do none of that, because I let her do that and so that's her world, that's what she does, she makes leadership better, she makes teams better, and so I mean that's what she does, she makes leadership better, she makes teams better, and so I mean that's what she does right. And then she applies it.
Speaker 1:And so for me, I think it's kind of a little different because I have to put it to real use. And so I think a lot of times when we're just operating in the day-to-day and you know yesterday when we talked, if you ask anybody on our team we follow two rules and I brought them over from my military background and number one is accomplish the mission and number two is troop welfare, and if you do both of them correctly, they'll both take care of each other, and that's kind of been our motto. And so we're a small but mighty team at Napa headquarters and I would say we're mostly pretty high personality teams, but we produce a lot. We have an amazing team for where we are.
Speaker 2:I see Jason's willing to be vulnerable with his team and ask them what they think and then listen. I think leadership sometimes leaders get in that position the old school leaders and I have to be everything. I need to have all the answers, I need to know how to do it all. I need to be the one that's right, and it puts them in a box and their team doesn't feel heard. Look, 93 million people in the workforce are millennials and younger. We've got to do it different.
Speaker 1:I'm not one of them. There's a new way. No, I'm not either. I'm 62. Yeah.
Speaker 2:I'm a baby boomer that thinks like a millennial. I tell my millennial kids look, I'm the one who taught you to think like that.
Speaker 1:You look great for 62. Thank you, I'm 38. That's after graduation but I will tell you this, though, and I think that one thing that I have learned over time is is that, um, there are so many people that are on our team that do jobs that I could never do yes and recognizing that right. I mean, in order for us to be able to make decisions, to move quickly, um, you have to have the right people that can bring that to you. Troop, welfare, troop, welfare, troop, welfare. Yeah, uncle Sam taught me that one.
Speaker 3:Yeah.
Speaker 2:Thank you, Uncle Sam yeah.
Speaker 3:So maybe we break that one down.
Speaker 2:Troop welfare.
Speaker 3:Because it's probably different words for what you're saying, right? So what's just that one? Should we just break that one down? Well, because I have a note here, when you talked about hiring what we know and building the team.
Speaker 2:Right. We hire people that are like us, and that's how you get a lopsided team. Think of it like a wheel on a car, or maybe even a car with four wheels Each one has to have air in it and each part of the wheel has to have air, but it takes a different style. I want someone who's going to sit and research all day, because I'm not going to do it, I'm going to miss details. I want them to pick up the details, yet I have to listen when they say, hey, boss, you're missing a detail. Oh, you're right, you have to be willing to say that.
Speaker 2:I think leaders that I see don't want to be vulnerable because the workforce eats them alive like a coyote. So we've got this push-push, and if we just relax that and we accept each other as we are look, you're good at this, I'm not. Maybe someone who does 15 things at one time might drop a ball. Let me help you pick it up, not, look, she didn't get that done. That's just a shift in the conversation, and that starts with understanding yourself, then learning to identify who others are and bridging that gap. I think Jason does that really well.
Speaker 1:I'm going to tell you, as you said, that I was like I can't even imagine if we had a team that was just like me. I think it would be like it'd be like a boxing match in there and I It'd be like a boxing match in there, and I don't know, anybody would ever win.
Speaker 1:We'd just get bloody noses and we sure as hell wouldn't get anything accomplished. So yeah, and when you look at the dynamics of our team, right, every one of them is different in a great way. And so yeah, hiring people like you, that's a no-no.
Speaker 2:We do that. We hang around with people that are like us. We're comfortable with people that think like us.
Speaker 1:You. That's a no-no.
Speaker 3:We do that, we hang around with people that are like us. We're comfortable with people that think like us. You can do that after hours, yeah, and you said something too before about, like you said, knowing yourself. It's important to know yourself, it's important to know others. It's important to know what your unique skill set is and what you're bringing to the table and to not kind of modify that to be like everybody else on the team around you.
Speaker 2:Or think about it. You learn from a leader and then you want to be just like them. Maybe you're not just like them, maybe doing those things stresses you out, and then your capacity for your critical thinking goes lower and you're not going to accomplish a lot, or you're going to go home and you're going to be exhausted because you're working outside of your natural self. And so it's important to understand and it's not about letters, ebt, gd, all of those things. It's about specifics. How do you communicate Right? How do you manage? You know?
Speaker 1:to that point, though, shari, I think one thing that I would also say is leaders need to pick different types of mentors as well. Right, because if you're picking mentors that are just like you, you're really not broadening that the way you should be. So when I look at my life and my career, like I've had a handful of mentors and they're all different in their own way, and I think that that's been a big part of kind of what I think has taught me to be the leader that I would want to be, and I still have a long ways to go from that there.
Speaker 2:That's it. I still have a long ways to go from there.
Speaker 1:Yeah.
Speaker 2:Right, always learning. That's awesome, go ahead.
Speaker 1:No, I just look at that and I just say, okay, well, I grabbed a nugget from this leader and I grabbed a nugget from this leader and this is something I want to do different when I become a leader versus how that one did. So I think it's always trying to learn and I'll tell you. One of the things that's been a challenge for me is you know, I came in the system At one time. I used to check, because they used to print your social security number and your birthday on the roster and, as a young tool and equipment district manager, they would print it and send it to your house and I would check it.
Speaker 2:In the mail.
Speaker 1:Yeah, in the mail.
Speaker 2:I just had to date that it was a truck that had the little orange light on it.
Speaker 1:Yeah, they'd open up your mailbox, but I used to check it every month to make sure that I was still the youngest rep in the country, and now I'm just another old dude and where I'm going, where that is, is, I think one of the things that I've, I've had the privilege to do, especially as this next generation come in, comes in, is, you know, as we is more important than ever as we celebrate napa's 100th anniversary is is to really teach that young culture of how we got here in that 100-year heritage, but then embrace that they are the next 100 years, right, and to be open to that. And so it's been a journey, right. I mean, back in the day you walk in headquarters and everybody wears a suit and tie black suit, white shirt, black tie.
Speaker 2:Low purse yeah.
Speaker 1:And nowadays it's not unusual to see somebody wearing Crocs at the water machine right. So it's a little different. I can tell you I don't love all of it, but I do take pride in the fact of being able to really kind of educate folks on how we got here and then work with, because I raised kids in this culture you know.
Speaker 2:So I kind of they broke you in yeah, right, yeah, they got me ready and they got you ready. Yeah, well, is it? And it's Tim the new president. Ceo.
Speaker 1:Napa Randy Bro.
Speaker 2:Randy Bro is that I listened to him on a podcast and he really has that idea of doing it different. We're not going to get where we want to go the same way. We got to where we're at. So why are you doing the same thing? If anybody? You have to do something different to get somewhere different. And so I really see Napa embracing that because, look, napa's been the Stallworth cruise ship hard to turn because there's so much going on on it versus the little speedboat. Yeah Right, hard to turn because there's so much going on on it versus the little speedboat. Yet I see Napa addressing that and making things different for today's world.
Speaker 2:I mean, I think it's… Are you wearing… Wait, are you wearing Napa socks?
Speaker 3:You are wearing Napa socks.
Speaker 2:He bleeds, napa blue, I'm pretty sure Wow.
Speaker 1:Let's find out. I mean it kind of put my kids through college.
Speaker 3:You are outnumbered here, jason. I know I didn't mention. We're at Women in Auto Care. There's 400 of them downstairs too.
Speaker 1:So I'm going to need a handler to get out of here. I don't want them to see me as hey look, there's a man here.
Speaker 2:We'll flank you. We'll flank you, jason, one on each side. You'll be all right.
Speaker 3:So something we talked about in our pre-meeting that I thought was was really interesting is um we talked about actually, I think I used my manager as a example of this but, jason, you use the phrase that I use all the time, which is um. When you tackle a project, you like to build the plane while you fly it with certain projects, obviously not everything.
Speaker 1:Another mentor taught me that one yeah.
Speaker 3:Yeah, why don't you explain what that is?
Speaker 1:Well, projects? Obviously not everything. Another mentor taught me that one. Yeah, yeah, why don't you explain what that is? Well, you know, we're moving at a pace like we've never moved before. Whether you're on the repair side or the technical training that you need to have to diagnose and fix vehicles, it's no different than on the program side. It's no different on the corporate side, right, I mean we, in a lot of ways, we're doing more with less. And so you know you have to get over that perfection stage, right, I mean, it's never going to be perfect. You deal with technology and sometimes, even if you give things an honest pilot, you're still going to uncover things along the way. And so you know, for us, a lot of it, and if you ask anybody at our team, they'll talk about yeah build the airplane while we fly right.
Speaker 1:Like they heard it.
Speaker 2:See, that's the conversation.
Speaker 1:It's even better when you hear them in meetings and say we're going to build the airplane while we fly.
Speaker 2:Like yeah, you got it.
Speaker 1:But you know, I think the important thing is getting it to a point to where, if you need to bolt something on or make a correction along the way, that you've built a platform where it allows you to do so. And that's really what you're looking for, and I'll tell you. There's just a number of projects, even simple ones it's not just, you know, big ones that took a year to develop or whatever it is. You're always going to be doing a little building the airplane while you fly it.
Speaker 1:Now, if that were actually the case, I don't think anybody would want to get on that airplane, but since we're using this in the car parts world, we're okay.
Speaker 3:I imagine if you were thinking about you need to build a team, you probably need a certain number of people that can think like that and that can move quickly like that for certain types of projects on your team. But you also need those people who are those detailed thinkers, those future-looking people who are troubleshooting everything that could go wrong. We just did an episode a few ago that was about critical thinking and that was one of the methods that we said was kind of what was it called Failure assessing or something like that. So what are all of the ways that this can go wrong? You kind of need those people too right To pull you back a little you do.
Speaker 3:Yeah, yeah, and I think that that's what you know. I think AutoCare is a great example of it. They have a good mix of both of those people. You know I'm definitely one of those people that can live in that chaos a little bit of building the plane while I fly it Fail, learn quick, keep going but then you're like you're moving Right and I like that and I am less of a detailed person. So there is something to be said about making sure you have all of those people in place and one's not better than the other. It's just you know they need to be in the right place.
Speaker 1:You know, this is one of the things, because you're absolutely right, because you have to have all of that.
Speaker 1:You know, this, I will tell you, though, is for leaders. That is probably where your biggest challenge lies when you're trying to direct people, because when you have that, you have to have that. You have to have somebody that's going to look at everything through a careful lens. They're going to dot the I's, they're going to cross the T's, and then you're going to have other people that are that are not comfortable with that, um, and they want to go, go, go, and I'm a go, go, go kind of person somebody that's going to say, well, how's this going to affect of people?
Speaker 2:right? How do you think the people are in it, right? How are we going to help them understand? It right, and then someone else that says, well, there's 15 things we have to do and so it's understanding, right when you have it on paper. Just think about conversations. Yeah Right, like I talk really fast and so I can tell sometimes when I'm talking, I haven't noticed that. Well, that's because you talk very fast.
Speaker 2:We're very similar, but someone who may have a different style needs to hear it a little bit slower. People listening in the audience who might be that person love this cadence, yeah. However, when I listen to this cadence, I can't wait till I start talking faster.
Speaker 1:Right cadence. However, when I listen, to this cadence.
Speaker 2:I can't wait till I start talking faster, right? Yet it's understanding that, so that when I go to talk to someone that needs it slower, I can make that behavioral adjustment, behavioral flexibility, so that we can really connect.
Speaker 1:You know, and I think that because I'm that same way, right, and so we have this kind of open forum to where you know I'll use Lauren as an example you know she'll come into my office, she'll shut the door and she'll go. I need to talk and that's when.
Speaker 3:Who's Lauren Just curious.
Speaker 1:Oh, you'll get to know, lauren, she's here today.
Speaker 3:Oh, she's here. Okay, she's like an employee of yours or part of the team. Part of the team?
Speaker 1:yes, Another what'd you call it Badass?
Speaker 3:Spad us, spad us on the team.
Speaker 1:But she'll shut my door and she'll say okay, this is where I really need you to listen and that's when I know I need to listen and shut up.
Speaker 2:We taught her that.
Speaker 1:And hear the whole story so that we can make a decision on that together. But she's not alone. That's how we all are, and you know what I would say? That that's how this team interacts with one another. I mean, we come to work together, we go to lunch together, we leave work together, we do things outside of work together and we genuinely really enjoy being around each other. And you know, because you have people that are the ones that are supposed to be very skeptical about things and the ones that are the dead.
Speaker 1:You do need that, but then you also. When you're doing that, you can easily create confrontation.
Speaker 2:This person's holding me back. It's okay. No, I just like it's okay. I know I'm going to go sideways, but we'll be fine. Yeah, so you have to have Let go, yeah.
Speaker 1:You have to have an open, you know forum where people can express that, hey, it's not personal, and so. And then you also have to recognize when somebody is taking it personal and back off people and I mean, it's almost like you're a traffic cop.
Speaker 2:How long ago did you send Lauren to our Women's Leadership Conference in Tahoe?
Speaker 1:Was it.
Speaker 2:Five years.
Speaker 1:No, I think it was three years ago. Three years ago, yeah.
Speaker 2:No, was it before 2020? Yeah, no, no, no.
Speaker 3:I thought it was right after that.
Speaker 1:I know you held it, I know you hosted it.
Speaker 2:But I've held four of them.
Speaker 1:Okay. Well, when did you go to Tahoe, I guess?
Speaker 2:the last one would have been okay, 2021, 2022.
Speaker 3:We're going to go with that.
Speaker 2:We're going to go with that we're going to go with that, okay, but I remember and she keeps that notebook right and part of like you didn't scare her, but you intimidated her because you are a lot, right, you're amazing, she respects you so much that she was like, oh my gosh, I want to make sure I do the right thing. And she was different. But through that, one of the things we worked on was how to. I need you to listen, right, yeah, and in those cute key words that you learn to say to each other, like sorry, I need you to slow down and just pay attention for a minute. Okay, right, I remember I worked with a partner who would come in and her middle name should have been late, and I love her dearly, but by 15 minutes late.
Speaker 2:My style is frustrated as heck because I've lost 15 minutes of work, right as heck, because I've lost 15 minutes of work, right. So instead of relaxing, it was another 15 minutes of frustration. And then she was frustrated. Her critical thinking, right. The little amygdala becomes a puffer fish, pokes right into her critical thinking faculties and she can't even think for the next hour. So we talked it through and it was like, okay, so now I adjusted, come here at one. I didn't expect her till 1.30. I was working on something that I was fine, and when she got there and we'd stop and take a break, talk for 10, 15 minutes, she'd settle in and it was magic. So those little tiny things that you can do, and look, we have this earthly training where we've learned from others we don't really know how we come across to others and so, utilizing predictive technology if that's what you want to call it assessments it's not a judgment, it's a guide, it's something that makes it not wrong, not right and okay that we can refer to for each other.
Speaker 1:You know it's funny you bring that up because we talk about my journey and my career and you know, back in the day, if there was a wreck on I-75, I mean I'm frantic I might get to the office at 801, maybe 802, 803. Who's judging me? You were, yeah, right, but now I've moved into results. Measure them on the results, not what time they get there. And if you're having a hard time with that and they produce results, you make the adjustment. It sounds like that's exactly what you did and it probably took a lot of anxiety away from you because you were no longer looking at your watch anymore. You already knew what time you wanted her to be there and it helped everything, right 100%.
Speaker 1:Yeah 100%. Yeah.
Speaker 2:So I think, look what's the one thing you have the most control over in this life.
Speaker 1:You.
Speaker 2:You. So why do we look at other? Why do they do that? How come they can't do that? It doesn't help us any, right? What do I need to do? I ride horses. That's where I mean. It's me, right? I rode my horse a couple of weeks ago. She was a lot why? Because I hadn't been on her in a while, I hadn't given her. And what did I do? I didn't just ride her around on property, I took her up into the hills, right the biggest challenge and she was like oh my gosh, oh my God, right, and the other, no, you can do this, oh no. Like she was right by the end of the ride for sure, and I wasn't paying attention and I should have opened the gate and paid attention to something else. But I did, and so she jammed into the gate. Now, other people would have been that horse and it was like, no, that was me, I should have been paying attention and I knew better.
Speaker 3:This is really a lot of what we're talking about sounds like emotional intelligence. A lot of what we're talking about sounds like emotional intelligence, so for a leader. So if you were just talking to a leader right now who's looking at their team and listening to what you guys are saying and thinking, yeah, I could, you know, use some adjustments, I could do some things differently, you know.
Speaker 1:Where do you suggest that they start? You want me to go? Go ahead, start with them and not you. Take a look at you, yeah, yeah I mean for me, I think this whole thing is is is it's really not as hard as what it seems? Um, put them first and put what their desires and their goals are and figure out how you can help them with that.
Speaker 2:Start with their wise. Yeah, I'm going to tell you, and the best ROI for that is to use predictive technology. To bring a professional that does it doesn't have to be me, there's lots of them out there right that you can get the results quickly rather than this whole year-long thing of learning.
Speaker 1:Well, so I'll go back to one of my mentors. It happens to be Lauren's dad. Interesting dynamic, yeah I know he's the actual reason why I moved to Atlanta in 2003. But as I was starting to climb through the corporate journey, I was young, I was 28 or whatever, 27.
Speaker 1:And he really brought me a long ways right. I mean, you could see that there was a kid there with a lot of want and desire and he had told me he said measure your results at the end of the day on what you were able to do for a people standpoint, because quotas are temporary and they go away and they get reset the next year. But when you watch, people that you've had a chance to work with get new opportunities, whether it's within the organization or outside the organization, and continue to grow and develop, that's the real ROI I think that any kind of manager or leader has.
Speaker 2:Employee happiness is the ultimate profit driver in your business.
Speaker 2:If your employees and your team are happy, then they are going to be engaged, right? Or if they're not engaged, they're going to tell you hey, I'm really dragging. Here's what's bothering me, here's what we need to do. And just think about communication alone, understanding how to communicate better, time wasters. I always say look, if I can help everyone on your team save an hour a week, would that be helpful for you? Yes, so it doesn't.
Speaker 2:We're not looking for broken teams. We're looking for teams that want to grow. Those could be great teams that are already performing well. Really, let's take you another level. Let's go right. We're teams that are a little fragmented. How can you tell that's happening? People that are spending time on the water coolers? You're missing deadlines.
Speaker 2:Maybe your client service wasn't what it needs to be. That was happening at our shop. Right, we were missing deadlines. We weren't. We were I don't even want to say this on the air, but okay, we were 65 to 70% productive ultimately, overall in the shop. We are now 91% productive in our shop because we've learned to work together, because we've I I put it out that we put it's our naked, it's who we are from the inside out right. It's not what I think I am. It's not what I want to say that I am. It's who you really are, and if you have a really good, scientifically developed predictive technology tool, you can't't fake it, you can't. It catches you right, and so I think it's worth investing in your team. Does it cost money?
Speaker 3:Yes, it does.
Speaker 2:And it's worth it because the ROI, it brings you back in the time, not wasted in somebody sitting in their office wondering why that person did this or how come I didn't get it done, because they didn't get it done and that didn't happen and that's why I didn't do it. Yeah Right, you hear those things on teams.
Speaker 1:Yeah, right, we can fix that. Yeah, no question. And today's.
Speaker 2:let's just talk about retaining them Right. The millennials will have 17 jobs by the time they retire.
Speaker 3:Holy, I have a long way to go, are you Me? Too Many of them? I only have three.
Speaker 1:I had a lot. I was a millennial just saying before they were around.
Speaker 2:You can tell us about the pizza shop, yeah, later maybe no, okay.
Speaker 2:So pizza shop it was my very first management job and, like many managers, right, 58 of managers are going to tell you that I haven't been trained to lead, right, if they're being honest. Right, gallup will show you that. You can find the stats and you can look at Start Human. You can look. I mean, there's all kinds of them that show that to you. So I wasn't taught. I actually and just to preface that I put myself in a foster home in 10th grade. So I brought myself down to CPS and said my grades are dropping, this isn't working, I need help, right. And so I didn't necessarily have a functional home that I came from.
Speaker 2:And so, at the pizza place, my best friend worked there and I was dating somebody and, little beknownst to me, she started dating him as well. And so we were on the pizza line making pizzas and I forget I said something about I won't say his name, we'll call him George. That wasn't his name, but we'll call him George. Well, I've got to associate George. And she goes oh well, you can't do that because I'm going to be with George this weekend. I looked at her and I was like what, what do you mean? We're making pizzas. What do you mean? You're going to be with George this weekend. No, I ding ding.
Speaker 2:And I am his new girlfriend Like this is my best friend. And she looked at me and we were face to face and I slapped her. It was 1980. Just, I want to be real. No judging. No, come on, jason, you outed me I get it.
Speaker 3:I was just saying.
Speaker 2:Follow this up with it. It was 1980. And she ran out the back door and I went out to try to talk to her in the parking lot.
Speaker 1:And the next day I came to work and I was fired.
Speaker 3:Assault. Is that what you called it, Jason?
Speaker 1:Assault, that's assault, brother.
Speaker 3:But you know what I? Love about this. I was fired from my first job too. Thank you, jackie, not from assault Dang dang it. That's almost a better story. Look in all the years I've known you.
Speaker 1:That story has never come out, and all I'm just picturing is is that you're standing on a pizza line and you have a handful of pepperonis in your hand and you're getting ready to throw them on the pie you probably had like meaty cheesy hands that was it
Speaker 2:that was it well see, then it just slipped off her face because it was so greasy right, yeah?
Speaker 3:probably made a good noise never did it again.
Speaker 2:I just want to say it never happened again.
Speaker 3:I was never fired again. But was that in like your background check, does it? No, no, because of your reference checks. They're like why did she, why did you let her go?
Speaker 2:who puts that on their reference? Check, just saying I've had 17 jobs now. No, I'm just kidding.
Speaker 1:You got fired too, though, and I interrupted you.
Speaker 3:I did Well. Mine was a till swindler. I worked at Kmart as a cashier and I was like a frequent employee of the month. But we had one of my friends actually got caught by this.
Speaker 2:Why'd you get fired?
Speaker 3:Well, because there was. So there was two guys, very recognizable dudes, that came through the week before I got fired. They till swindled my friend. So basically they come and kind of confuse you, and then they get angry, and then you're all like you know, they're like you didn't give me enough change.
Speaker 2:You give them the a hundred dollar bill.
Speaker 3:Yeah, they like they buy something for a dollar with like a hundred dollar bill and they just like I don't know how they do it, but my them come a week later in my aisle and I'm like okay, well, at least I know that what they're doing, so I won't get swindled and they did in the end.
Speaker 3:They were very intimidating, really scared me. When they walked out, I'm like something. I don't know where it went wrong, but something went wrong. And when I went back the next day I got fired. They got me for almost six hundred dollars what. I don't even know how to explain it.
Speaker 3:But, yeah, so, like you know, that was pretty embarrassing and I remember thinking I was like 16. Of course they went for like the 16 year old blonde, you know, on the cash registers and I remember being like I'm never gonna get a job again, I can't keep a job at Kmart.
Speaker 2:Like, hey, wait, so maybe that's why I do people first stuff so much right. Just saying I've worked for a few narcissists I've been partners with. I'm just saying there's been some stuff right and it's just really put me into the place where I want to help people feel comfortable in who they are, to be able to be who they are naturally and feel good about it.
Speaker 2:When I worked at the clothing store, I felt my leadership style now that I look back was probably I was being a guy with boobs. I was acting like because many of my mentors were men, right, and so you want to be just like them. Even the female boss that I had there a vice president of the Petrie's store was acted like a guy, and so to please her was acted like a guy, and so to please her, I needed to do that as well, right, and so I think I love where we're at today. I love where the new workforce is asking us to be, and it's just to be vulnerable, naked, right, Like with who we are from the inside out. Think about it in front of a mirror. I don't know about you all, but I might pose and hold my breath so it looks good right.
Speaker 2:I'm just saying Jason, you might do it this way Puff out your chest a little, Put your, puff your chest out a little bit, thank you for the visual right and then you breathe and it goes right back where it was before. And that's what the new workers was looking for. They don't want posturing, they don't want egos, they just want who you are naturally, and I think a lot of respect and a lot of camaraderie and collaboration can come from that.
Speaker 3:I think authentic leadership is huge. I know you know I've actually never been good at hiding. You know much of who I am, you know. I think I'm always surprised, though, when people that have gone their whole lives kind of trying to be perfect or have this perfect facade or be the leader and never make mistakes and they're always kind of covering their tracks. To go from that person to just being yourself is really, really hard. It's almost like a habit, like you have to check yourself every five minutes, like am I being authentic right now or not? Because you've just trained yourself to be this person in a mask to keep your job?
Speaker 1:Oh sure, yeah, but I think that humility is what goes a long, long ways and making yourself vulnerable and letting your team know that you make mistakes and that you're approachable and you're there for them, and I think that that's probably the biggest change that I've seen throughout my career, because we had those folks right, Like whoa you know, and I think that what builds a strong culture is having an open door and, you know, really investing to every member on the team.
Speaker 1:And I would also say as we talk through this I mean, as a leader, you can build all of that, but you still have to make some really, really tough decisions, and sometimes those tough decisions involve having somebody no longer on the team.
Speaker 1:And you have to recognize that, because everybody and I remember this, because you know, my wife was a teacher for 20 years and then went into being a principal and she tried to save every kid, and that's why teachers go into it, right? I mean, initially they want to save every kid. Summer's off with your kids isn't a bad thing either, but the fact of the matter is it can't be done. And so you have to look at it as an average, and when you're putting all your time trying to save that one kid, you could be bringing down all the rest of the kids, and the same works on a team, right? So if you're investing selfishly because maybe you made a mistake in a hire and you're putting all your time and energy in that, and then the team is also trying to put all their energy in to trying to fix, maybe, what they're not producing. That can be bad for a culture, and so you have to be willing to recognize that.
Speaker 2:That's how you can use predictive technology too.
Speaker 2:I have some clients that use it for hiring, and so we do what's called a metric on key accountabilities of the role. And then we put it into our magic little machine and it spits out to us this is the best style to take this role. And so then you're interviewing 20 people. You get down to the last three you take and put them through a predictive technology experience, and then we see where they fit that role. Where they don't, who's the best fit and where do I need to work with them? Oh, they're great in nine out of 10 areas. This one area is where we're going to need to develop them, so you can save them right from the beginning. Yep, Yep.
Speaker 3:Right, yeah, and you said there's two things I was thinking about when you just mentioned as a leader, humbleness, things like that I have to imagine that having that kind of leader who admits mistakes and having their I don't like saying employees I don't know the better word, you probably know one.
Speaker 1:Team team, the rest of the team. There we go.
Speaker 3:The rest of the team sees them take full accountability for that mistake and move on. I imagine that that kind of sets a precedent on that team that it's also okay for you to make a mistake. It's more important that you own up to that mistake.
Speaker 1:That's what's more important to the leader. So that's what's going to be more important. You can't tell people and it drives me crazy. You can't tell people to think outside of the box and not have them make mistakes. Or when they bring you an idea and you look at them and tell them they're crazy, like that drives me nuts.
Speaker 2:We learn more from our mistakes.
Speaker 1:I mean that's a common statement.
Speaker 2:How do we embrace that?
Speaker 1:Anybody who's ever won anything will tell you. What made it so great was all the losses they took to get there, right, I mean, that's, that's pretty simple, yeah.
Speaker 3:And, like the other thing, I was thinking too. While you were talking, I read a quote and I'm going to butcher it, so get ready, but it was something about. They were talking about business cultures and they said your culture is only as good as the most toxic person that you're willing to put up with.
Speaker 1:I believe that.
Speaker 3:Yeah. So, like you know, if you think about a chart, you know it's got its dips and its peaks. Your peak will start at the toxic employee that you're keeping around.
Speaker 2:Right, because they're holding other people back. Either through, the people are frustrated because of what's happening or they're actually conversing with them about what's happening or people are watching you put up with that.
Speaker 3:That's exactly it. There it is.
Speaker 1:They're watching you be vulnerable and not address it. That's not a strong leader and like how do you look at?
Speaker 3:your colleague who's toxic, and getting away with it. That's right, and then you're sitting there trying to level up next to somebody else who's why should I work that hard?
Speaker 2:They're not working that hard and that's about the right conversations. Hence the podcast the right conversation, right. The right conversation with Shari Pheasant. They're tough conversations and they can be had, and that's what leads us to a new place.
Speaker 3:Yeah, so on your podcast do you talk about like having that exact conversation with a toxic person?
Speaker 2:things like that. We talk about that and we talk about emotional intelligence and we talk about leadership and just things. For today's work. It's different. Today is different than it was 10 years ago. It was five years ago.
Speaker 2:If your leaders have not been through new training in the last three years, you're behind the times. We need to constantly be through development and look there's excellent ways to fit it into your budget, right. You have online, right, so anyone that can be in person should also have, like, online videos that can be watched in between for sustainability of what you're learning. When you go into a team training for a day and you're done three months from now, six months from then, what do you remember? What do you recall? One thing like we're here at Women in Auto Care, we're going to learn a lot in the next two days.
Speaker 2:Our brain capacity can only retain 25% of what we hear. There's over 35,000 things happening every hour that we're noticing, like in this room, like I'm noticing. That board over there was written on, but they don't erase it very well, has nothing to do with what we're doing, but we really grab all these things but we can't hold on to them. So there's a way to hold on to them, and that's repetitive learning, and so there's a way to do that if you're with the right person for your team, and sometimes it's once a week, once a quarter.
Speaker 2:There's all kinds of different ways to do it. If you go to the bigger companies that are known for people development, it's a cookie cutter. Now, they have great names, everybody knows them. I won't mention them, but you're getting a cookie cutter and you're getting someone who was trained to do this. When you bring in someone like myself and there's many others out there by all means we can customize things, because we're coming in and seeing what works for you, right? I know my craft well enough that I can manage, through any culture and availability, et cetera, to make sure that it works for you.
Speaker 3:So before we go around and kind of give our key takeaways for the audience, well, one of you, whoever wants to do it, kind of just paint a picture, thumb wrestle for it Live.
Speaker 1:I like the thumb wrestling.
Speaker 3:Let's see if he bleeds, bleeds blue.
Speaker 2:Well, he's wearing blue, just saying, I mean, I don't know what kind of thumb war would end in blood, but who knows?
Speaker 1:Well, I don't know. She's the aggressive one.
Speaker 3:She's the one that'll slap you with her meat pepperoni hands. Oh, I knew I should never have said that, oh my gosh, you're coyotes.
Speaker 2:You're turning into coyotes on me. I was vulnerable and you're eating me alive.
Speaker 3:Stop it. I'm hoping somebody can just paint the picture of what a people first culture looks like on a team Like what are the signs of a culture that is operating with a people first approach?
Speaker 1:Well, we both have them, you start.
Speaker 2:I'd like to be a lady and let the gentleman go first.
Speaker 1:I mean I don't know that there's any secret sauce for this. Start, I'd like to be a gentleman, I'd like to be a lady and let the gentleman go first. I mean I, I don't know that there's any secret sauce for this. I mean, shari will probably tell you different, but I think people first.
Speaker 1:Culture is first of all. When you get to a point where your team exchanges, you know, group text messages after hours and and on weekends, um, and you have that dialogue that continues through the evening, when you're with your own families and when you come in in the morning and everybody is genuine. You have a lot on your plate, but everybody is genuinely glad to see each other. And you know we tell everybody on our team listen, this is the job and it's a really, really hard job, uh, but in addition to that, you have to have some pretty thick skin and it's required that you give it back and and. So that's and you've seen enough of us around our team. I mean we, we dig and and uh. So I would say people first is just kind of natural. I mean we want that, that's what we prefer, because otherwise you just have a job.
Speaker 2:I think sometimes, and not in the case of Jason but people believe they have a people first culture and they really don't. Are you making your deadlines? Are your customers getting supreme service when you have a meeting? Does everybody hang out Right? They keep going Like you said. You have a meeting. Does everybody hang out right? They keep going like you said. You have texts at night, you do those things.
Speaker 1:Um so, and I would have expected more roi out of you, like meeting deadlines, and I'm really impressed with that, so that goes back to to mission accomplishment right and what I was telling you about, because here's the one thing that doesn't change and everyone will tell you I am very aggressive and I want to be the first.
Speaker 2:See, it's not me, I know, I know my D and they know we have to deliver on our deadlines.
Speaker 1:That's a given for us. If this is where the goalpost is, and this is how much time we got to get there, we may take on a couple of flags on the play and back up five yards, but we're still getting there. That's you adapting, that's your behavioral flexibility, outside of his own style, but we're going to do it in a way to where people are appreciated and valued, and if we have to do a little building in the airplane while we fly it, we're okay with that.
Speaker 2:Absolutely, and I just think that when look, are you retaining your employees? What's your turnover rate? A turnover rate that's more than 10% is out of control. That's good to know. So how many people am I flipping? So how many people am I flipping right? Because the time you spend retraining right, let alone putting the application out, interviewing, all of those things you're losing.
Speaker 2:They say anywhere from one and a half to three and a half times their salary, not to mention the deadlines you're not meeting. The meeting, the projects that are taking longer, right? The customer service that you're looking for? So, is the revenue where you want it? Right, we all know the revenue, but we can find excuses.
Speaker 2:Oh, the customers weren't coming in the door. Wait, who owns your company? You or the customers? Right? Are you bringing them in the door? And that's not just marketing, because it's about their experience? Right, your greatest brand ambassadors are your employees, and customer service starts on the inside. How you treat your employees is how they're going to treat your customers, and so, whether you're a shop or you're a supplier in the industry, with 1800 employees or 400 employees or 52 on your team, you need to invest in them understanding themselves, right, understanding each other and then learning how to bridge gaps. That's the key to knowing you have a good culture is you're retaining talent and you have a line Like we have a line out of our door for our shop for people that want to come work for us.
Speaker 1:Yeah, and that's saying something, considering, you know, the technician shortage. But I would also say that when you work on your culture all the time and you work on your team all the time and it's not to me it doesn't even feel like work, because it just feels like this is how you should do it. I mean, you learn first of all. You learn just as much from them as I said it before.
Speaker 1:They can do things that I can't Right and so. But when you have that going and then you get that, you know that fire drill the one thing, the five things you didn't expect coming your way and you watch them dig in and it works its way through your development team and then to your program management team and the communications team and then, you know you take it upstairs or whatever, and the whole process took like three and a half four hours, and you think there's other groups that couldn't do this in days, right.
Speaker 2:Or weeks.
Speaker 1:Yeah, or weeks, and then the whole time you're doing it, you're jabbing one another, you're having fun with one another, and that's when you know you feel like you're a part of something special. And it's not even one person, it's everybody raising that tide.
Speaker 2:And even when you have a good team like that, you still need to invest in them, yeah for sure. They still want to know right, they want that hope, they want that trust and that's something you continually think of a marriage right, it's not a one and done.
Speaker 3:It's a continual development plan that you have for them.
Speaker 1:That's awesome. That was a long way around the barn, wasn't it? No, it was around the barn.
Speaker 2:I like that around the barn, of course you do.
Speaker 3:He did that for me.
Speaker 1:Sure did.
Speaker 3:So let's go around the room and just give. Like you know, I usually say if the audience took one thing away from this conversation. What do each of you hope that that is?
Speaker 1:Me first no.
Speaker 2:Should I go first this time? You want to go first?
Speaker 1:No, go ahead. I want you to go first, because if I really like it, I'm just going to say what she said.
Speaker 3:What she said?
Speaker 2:Yeah, that's what she said. I like that. Yeah, I like that one Don't be satisfied with where you are today. What can you do tomorrow to do something different so that your team can feel more hope, more trust and you raise the engagement of your team right? The happiness level and the engagement of your team will truly um tell you, will show you the success of what you're doing in your, in your role, in your company and for your team. So do something different.
Speaker 1:Love your people. Don't just say it, show it, invest in them, be there for them. If they're producers, if they have a lot of runway, you have to do whatever you need to do to be able to provide that for them. I would say love your people every day. It's the most important thing I think you can do.
Speaker 3:I love that one, mine. I keep going back to in my head, kind of the authenticity piece, just because I see it so much. Some of the most smartest people I know in the industry who are just kind of afraid to show everything that they can do, they're afraid about what people will think. I think it's the people pleaser in me that just wants to encourage everybody to know what you bring to the table. Know yourself, know thyself, as they say, know what you're bringing to the table and know that there's a lot of value in that and then find the spot where that value that you're bringing is impactful and then you're going to be in a really good spot.
Speaker 2:There's a reason we always do development with women in auto care. Every time you come and they think, oh my gosh, we've already done EQ or we've already done disc or we've already done Wait, but I do. I take mine every year and it's a five sciences of self. So I dig in right every year because I can see I don't change or maybe I shift a little or what's happening with it. And then why? So? There's a really deep understanding about yourself, scientifically, not just oh well, I think I like puppies and I like to right, I like to speak fast and it's really important for me to have ROI. There's more to that. What is your style?
Speaker 3:Right.
Speaker 2:How do I, what's the best way for me to motivate or manage you, and how do?
Speaker 3:others receive that style.
Speaker 2:You know how do others receive that style?
Speaker 3:Exactly so that was a huge takeaway for me, because we did a predictive index is what it was at the Auto Care Association and I turned out to be a collaborator and I just never had the words or did I, nor did I know that about myself, right, that I'm more of somebody who likes to come to the table with a big idea and then work with other people to break that down and make it work and be able to execute it, where people that I work with come to the table with every single detail worked out, you know, and they kind of want to like share that idea but then run with it. You know, and there's like two different styles there. One is not wrong over the other, but like when I try to do the other way and I try to be that detail person and come to the table with every single t crossed and I dotted, I miss things all the time. It's very stressful for me to try to be that person sure, but that's not, and so you did predictive index.
Speaker 2:What's next? Oh, I don't know. Right what should be next Five sciences of self. No Of course not.
Speaker 1:I will tell you, though I do think that we all owe it to ourselves to continue to study who you are.
Speaker 2:You know I took an assessment a couple of years ago and it came back and said you know, this person has expectations that not even he could hit. Neither one of us are surprised now, but here's the other thing I shared that what an awakening for you, yeah.
Speaker 1:I shared that with members of our team and said hey, now that I know this about me, you know, five days from now, this is going to be in the rearview mirror, so I may need you to come back and go. Hey, could you do this? And that kind of level sets that whole thing of saying, well, look, there's a pretty good chance. I couldn't do it, so why should I expect?
Speaker 2:somebody else. I feel just like you.
Speaker 3:That was great. Well, thank you guys, so much for this conversation. This was fantastic. Was there anything we missed that you want to make sure we get out? I feel like we hit some really great points.
Speaker 1:I could stay here longer with all those women downstairs. I don't want to be stoned for being here at your all's conference, so yeah.
Speaker 2:I kept inviting him and he's like I'm not going to grandstand. I said then don't stand up on the table and right, how do I? How do?
Speaker 1:I not do that, right, I mean all the women you're so excited.
Speaker 2:Try not to mansplain.
Speaker 1:No, what I'm saying mansplain, don't you kick it off with a cocktail reception?
Speaker 2:We do there's that's right.
Speaker 3:In four minutes, four minutes we have a cocktail reception. You're welcome to join. See, you might get stoned bleed blue?
Speaker 2:Me too, I don't. It is blue until it hits the air. You know that right.
Speaker 3:I heard that. I never knew if it was true.
Speaker 2:It is. It's blue on the inside of your body the minute it hits the air it's red.
Speaker 3:It makes sense because your veins are blue.
Speaker 1:And if that's the case, yes, I do bleed blue See.
Speaker 2:And I've always said as a Napa Gold, I bleed blue, See. And I've always said as a Napa gold, I bleed blue as well, that's why I'm Napa gold.
Speaker 3:Awesome, there you go, all right. Well, thank you guys.
Speaker 1:Thanks, jackie, appreciate it.
Speaker 3:Thanks for tuning in to another episode of Auto Care On Air. Make sure to subscribe to our podcast so that you never miss an episode, and don't forget to leave us a rating and review. It helps others discover our show. And review it helps others discover our show. Autocare OnAir is proud to be a production of the AutoCare Association, dedicated to advancing the auto care industry and supporting professionals like you. To learn more about the association and its initiatives, visit autocareorg.
