Dale Wyatt, Director Automobile – Suzuki GB PLC, joins us to discuss processes and activity.
From starting his career as a door to door salesperson, to working with Volkswagen Group, Dale has developed a great depth of experience in sales and the motor trade. He firmly believes that you have to respect the process, and although you can short it, it will catch up with you.
At Suzuki, they have focused on people and process skills, in order to become a highly trusted brand. Dale understands that it’s very easy to comment on running a dealership, but very different to actually running one, and works with his dealer partners accordingly.
Lots of knowledge and great tips to help you in your career or managing your team
Here are the highlights:
{04:05} Respect the process
{07:00} Entrepreneurs – a certain breed
{13:04} Top Tips
{18.54} Proud to be different
{23:42} Mont Blanc Pen
{31:04} Micro managing
About Symco Training:
Symco Training was founded in 2000 by Simon Bowkett and it was his belief that the business had to offer its clients something different. That difference was clear to Simon from his days in the dealership when he experienced many sales trainers who had all the answers, but were unable, unwilling or both to actually show the delegate how they could be implemented. It remains the ethos of the business today. You see, Symco only employ trainers that are committed to delivering not only in spiring and insightful training, but are equally as happy to demonstrate these skills and techniques with real customers in your own showroom. We believe in order for sales training to be effective and in Simon’s words ‘real world’, it needs to be tried and tested in the only place it matters the showroom floor. There is no room for theory when your goals are for your team to sell more cars, hours or parts and retain more profit. In dealerships around the world the focus applied by many of the sales executives is to try and sell a deal. Symco specialise in getting your teams to focus on selling themselves, the product and then supporting this with the deal.
To find out more visit
www.symcotraining.co.uk
Welcome to the Selling and the Motor Trade Podcast, an association with Symco Training. This is the weekly podcast where we share best practice tips and ideas on how to sell more cars, improve your service department and generally put more profit into your dealership or dealer group. I'm your host, Simon Bowkett. As some of you probably already know me as Skipping, I will start by saying thank you for taking the time to listen to this podcast. Hi, welcome to another episode of Selling and the Motor Trade. First I want to say thank you so much to all the listeners. Some of you are actually subscribing to this at the moment and it's getting shared around with lots of other people in the motor trade. This podcast is all about sharing, best practice tips and ideas on how to sell more cars, improve the after sales or the service and parts of the department. I just want to say thank you so much. Now today it is my pleasure to have Dale Wyatt on. Now Dale Wyatt is the director of Automobiles for Suzuki Cars in the UK. Now for anyone who's been living under a rock and doesn't know Dale, Dale is all over LinkedIn and Dale and I've been communicating through LinkedIn for, goodness me, it's got to be since LinkedIn started Dale. I bumped into Dale at the NADA conference and I've been trying to get Dale on this podcast now for two years and I'm so excited to get here and get Dale on the podcast. Dale, I want to say thank you for your time. I really appreciate it. It's a pleasure to be here. So you pinned me down to Lance. Yes, yes. Well, listen, is that that point there? Well, so hold on, is this good follow up now or am I actually pushing it too far now? But good salespeople, we follow up, right? You demonstrated a good process. You kept following up until I said yes. Well done. That's good. That's good. Thank you for that. So listen, can you tell us a little bit about the young Dale growing up in school? What did you want to do with your life? Was it always mode of trade? No, no, I'm quite in the country. My father was a billionaire. I thought that I would lose school and did and work for my father, a big builder and take over his business. Unfortunately, I was a rubbish builder and my father had to fire me for my own good. So, yeah, I thought I was going to be a builder and realized that I wasn't good with the hands and I embarrassed my father and had to go from my own way. And thankfully, I found that I was quite good at speaking and I worked for a company called Abbey Life, selling insurance and double glazing and it changed my life. Wow, that's proper selling. Now double glazing insurance. Are we talking door to door appointments made? Are you? Look, just about that part of your life. Yeah, I was selling insurance and pensions. You're selling a story. You're getting somebody to think about an event in their life rather than a product. And it was a really good experience. I had a guy called Dave Ledler who took me under his wing. I was a bright enthusiastic brush over competent lad and he strained me out a little bit and got me straightened now. I met me, took me to a very rich street in Bournemouth called Hope and Hearst Road, just to mention, we started one and it started co-calling. But this is when knocking on the door, get the door slammed in your face. Exactly. When you're not going to door in a button around, sirs. Wow. That's a lesson in sales, I could tell you. Yeah. Wow, that is really. So this is a shameless plug for our first 90-day sales training program. We often say that the skills we learn in our first three months or first 90 days, good and bad, lasted for the rest of our life. Can I ask you back with Dave, okay, as your mentor, back when you were selling life insurance, double bazing, is there any lessons you learned in your first three months that is as relevant today for someone else starting in the motor trade in their first three months? I think so. I think respect the process. I think there is a process and there's a process for a reason. And you can shortcut it and you get away with it sometimes. But eventually it will catch you away. So I would say respect the process. The best sales people realize is the process you need to go through and respect it. It doesn't mean you can't express yourself. It doesn't mean you can't have a personality. But there's some non-negotiable things you're going to have to do if you want to sell a car, sell a pension, sell insurance or sell anything. And respect to that process is important. You're never too skilled to forget the skill of the process is what I would say. So what does the journey look like going from selling insurance, double glazing, what's the lessons there to how do you join the motor trade then? I worked for a company called Park Hub and I was a sales rep selling garage equipment and parks and a motor train. And that was my first introduction to the motor train and to management, which was really a good experience. I ran a number of parks distribution branches. And when you were running, when you were in your early twenties, running a team of 20 pounds, delivery girls in the 80s and 90s, you're going to be a mess of sure you were a super positive learning experience Simon. You'd learn a lot quick. Really good. So start the motor trades through part, but dealing with dealers, day in, day out, front of selling equipment and all that stuff. I understand now a friend of the show, John O'Hallende says to say hello. And I understand you two go way back. You move from there is that when you went to Volkswagen because I know from John, you're working on the sponsored dealers program with Volkswagen. That's going back a while now. John tells me is that we went straight into Volkswagen from there. Yeah, I joined the Volkswagen manager and then became a regional manager and then took over the sponsored dinner program. John told me he was a development ventures manager. He was a wonderful program. We were fine, really talented individuals. But all the skills run the business. And a big interest, very loud, a million pounds typically. A number of great businesses were born as a result. There were so many. And this is sort of in the 90s, early 90s as it is. Exactly. The early 90s, late 90s, 1940s. I can't, I haven't been for that. Yeah. And yeah, it was a really good experience because it took me by business. I was a non-desiad director on a number of businesses. I was working with startup businesses and all the enthusiasm that goes with that. I understood how the legal professional work to understand insurance and banking and finance. And directors duties and all of those boring things that keep me out of jail. I wasn't born there. So it was a really good experience. And I learned about entrepreneurs. And there's a certain breed to be an entrepreneur. And I think you need to manage and work with entrepreneurs. A certain way to get the best out of them. And I think those skills have kind of helped me do my job really well from then onwards. Can I ask you, how did you identify someone to go into one of these sponsored dealers? Were they coming to you and plagues? Or did you go out and try and find them? And that leads me on to what were some of the key ingredients that you were looking for to make the decision to, you know, give them a loan of a million upwards? Yeah. We worked with Gallup to create a structured interview. We developed an assessment to understand the profile of somebody. And we use a strategy where we interviewed for somebody's weaknesses because we found we know that for every strength, there's an opposite side. There's a delta, there's a weakness. And skilled salespeople are really good at selling their strengths. Right. We asked them to give us evidence of examples of their weaknesses because that would prove their strengths existed. So an example is most entrepreneurs have a high ego. Most entrepreneurs are very driven. Yep. Most entrepreneurs don't take no for an answer. So one of the questions we'd ask was, can you give me some of it when you go into trouble by going above the head of somebody and talking to their boss? I get it now. I get it. I was trying to get my head around that one. So when they turn around and say, ah, my boss said, no, you've got to put this programming in that programming. Or the area manager said, no, sorry, I'm running the Brand Manager. The Brand Manager said, no, sorry, I'm running the MT. An entrepreneur will not take no for an answer. They'll keep pushing. And that's a negative trait, some would say, or positive trait. But it's a reflection of somebody who's really driven. Does it take no for an answer? So we look for examples of them displaying negative traits. Yeah. Okay. I love that. I love that whole idea there. And it's something else you mentioned to me in the past. You said you can't put in what God left out. They have to have those raw ingredients to start with. I suppose that's very, very important as well. And that's one of the raw ingredients, isn't it? Not accepting no. I think if somebody was high, you go high, drive somebody who's wanting to take a risk. Yeah. Somebody's willing to defend their own opinion. So, yeah, we often use the phrase, you can't put in what God left out. And I've got a view that says you can take somebody who's a seven or eight out of 10 to a 10. We will take some who's three out of 10 to a 10. You might might tend to a five or six, but you're not going to tend to a 10. Be careful with the trees and for us because you can't put in what God left out. I love that. I love that. He's coming straight from John at Ridgeways. And he said that they had two dealerships to start with, went through a lot of growth, obviously. And he said some of the teething problems we had there were organization and planning and Dal come in and just bash their heads together and said, you've got to get the style of process right. And he said, you've got to ask Dal about the apricot. Can you explain the apricot for us? The peach. Oh, the peach. Sorry. Yeah, I think I'm John Hanham and David Newman with the guys from Ridgeway wanted to run a business with a real customer centric, employee centric nature, a real soft, gentle, easy to business business. But I had to have a hard stone like a peach, I had to have some proper processes and had to have some non-degotial activities and you had to be competent and follow the process as well as being soft and gentle on the outside. So now there was a stone, there was a hard centre, a business. So it felt soft and fluffy, but it was well run and hard and properly managed on the inside. That makes sense. Yeah, no, it does. It does all of that. So the sponsored dealers, you must look back with a great lot of pride that some way that I suppose you started with that business there and then sold off to Marshall's and many, many others there. Did you ever decide at some point, hey, I want to do this for myself or did you always like working from the OEM side of it? Yeah, I thought about it and I was excited about it, but I never found the right opportunity. Yeah, I always loved it. I've always thought that I might make a good sponsored dinner. But one of the things I have learned is it's very easy to come and tell when running a dinner share. It's very different to actually run one. So I'm not sure whether I would have been elite in that area. But you've definitely run a very good business anyway where you are at the moment. I understand your vote had number one most trusted brand and this is Suzuki. Was it seven or last nine years? I think if I got the numbers right there. Yeah, it's seven at the last nine surveys. So they surveyed twice a year. And yeah, I guess as you get as ever as I have, you pick up a few awards and I've won a number of awards. But the thing that I'm most proud of is I've got some satisfaction award. It's just not picking up those seven at the last nine surveys. There's going to be a secret to that success there. Now we know Suzuki has built well. They've built about reliability. But so a lot of other Japanese brands. There's going to be something more than just that. What's the secret of Suzuki's success there? Well, I think it's a combination of things. I always talk about having oondles of personality underpinned by process of that combination of people skills and process skills work. And I also talk about focusing on the things that make a difference. And I've got five tips for you if you want, Simon. Yes, please. And these are things that many of you might want to think about. Number one thing is don't bonus the score. A lot of other factors. Don't bonus score. I don't know many dealers will bonus the score. Don't bonus score from an OEM or a dealers point of view or both. From an OEM perspective, a lot of OEMs bonus the score. And that forces dealers to gain the system rather than focus on the actual customer. So you can imagine as a customer, when the data says, it's really important to me that you give me a 10. You're going to get a survey. Please take the 10 survey. You're going to remind you to attend survey. That's going to be the score. We want to get proper feedback so that we can improve the business. So we encouraged in us to have an action plan. And we might bonus an action plan, but never bonus the score because you end up you end up giving the system. That's the first one. Second one is establish your core non-negotiables. So focus on core process. And I give you an example. We have five non-negotiables in the Suzuki sales process. And they are warm. Welcome to the customer. Take the customer's details. Present the product. Follow the bar and tell them that you're a wide buy from me story. The other five things. And there are many other things you could measure. But those five things are pretty cool. Yeah, it's for our mystery shop. Probably we've got 94% of our dealers doing all of those things every time with every customer. It makes a difference. And my third thing is focus on the dissatisfieds. One of the things they're going to really irritate customers and try to remove those. OK, what are some of the dissatisfies you found in Suzuki? I'll give you an example. And one of the dissatisfies was courtesy cars. Yeah, most dealers have got more jobs than they've got cars. We can't register courtesy cars left, right and center. Unfortunately, we just budget doesn't allow always a problem. Yes. So what we did is Suzuki was we refrained the customer proposition. And we said that we would provide alternative transport to every customer. And alternative transport could be a tax data collection delivery or a courtesy car. Well, that did was reframe the customer's expectation without reducing these level of customer satisfaction. OK. Now, example is car valets, car valets. Some cars arrive and need a washing back. Some cars arrive and we need a full valet. Yeah. What we did was make our promise that we would do a washing vac, not a valet. And a valet was another service. So reframing the proposition and actually reducing the customer's expectation of what good looks like and delivering it every time was a good strategy for us. OK. Yeah, it does. Yeah, it does because you wash them back the car and it's still not polished to an inch of us like when they bought it. The expectations might be different to what we were going to do. So change the wording. Love it. Yeah, exactly. So reframing the experience, getting in non-negotiables, removing those dissatisfies and getting people to focus on the customer rather than the score. The score follows. The score is a lag measure. The customer interaction is the things to make a difference. Yeah, I love that. I love that. I'm counting away. Is that number four? Is that number five? Whatever it is, you've got them all. Yeah, I've got them all. Thank you. Thank you. I was very fortunate to go on some training to risk out in hotels. And as a hotel, the guy there said, it was took the train, brilliant. He said, there's seven hotels at our level in Manhattan. And he said, never forget something. You can't buy customer satisfaction. You have to earn it. He said, these seven hotels, we've all got the best beds. Money can buy. They've all got views over Central Park or Manhattan skyline. They've all got the best mission. So chefs we can buy. And there's only so much you can do with Olympic out to make a difference. He said, it's the unexpected Wales people. And at Dallas, he talked about three simple stories. One, and I only give you one that a man was staying outside. Of course, he's staying at the hotel for a man at the town for three nights. His toothpaste run out. Now, normally the the premier ends I'm staying in, the people clean the room, would just say I was running out, leave it in the bin or do nothing. But of course, made their didn't. She took ownership of it and was unexpected. She went to the gift shop, got a tube of toothpaste, and wrote a simple little note down there. I couldn't help it knows your toothpaste had run out. I took the limited getting this for you. Sorry, it's not the same brand that you're using. Thanks, Betty. And of course, Dale, this man is raving about this hotel. They said, you've got to analyze it. He's not way raving about the attsminster carpet, the latest plasma screen TV in the room. It's a dollar 22 pace. But someone that cared about it and took ownership there. And I always remember that story. It's the little things that Wales customers. Exactly. So it's about measuring the customer's needs, rather than processing the customer. Yeah. And it's about anticipating and being empowered to just do the right thing. Yes. Yeah, Bruce Carlton talked about giving their customers a warm welcome and a fond farewell. They do a lot of that language. And I think that's kind of the tone we're looking for. This is OK. Absolutely love it. That brings me on to the trusted car brand for those who are proud to be different. And this is Suzuki's. Do I want to use the word vision? Do I use the word mission statement? And can you just explain your thinking behind that vision? Yeah, and we we knew that. You want to make a step change in the way that I did is we're looking after our customers. And the best way to do that is to create a new vision. So we created a vision that we called the trusted car brand for those who are actually different, which was 12 words and four things. And the four things were trust. It was about something bigger than trust between dealer and customer. It's also trust between manufacturer and dinner and manufacturing suppliers. We want to build a really trusted close relationship. We want to be every dealer's favorite franchise and every suppliers favorite customer. That makes sense. Yep. So it was a trusted for those with about realizing that we didn't want to win everybody's business. We're a 2% share brand. So we can afford to be not for 98% of the population. But we've got 2% who are raising fat on them. And being clear on your own, you're not was an interesting piece for us. That's that's brave. You're going to get this right again. 2% market share. So actually, if we don't we're not right. People for 90% of the people doesn't matter. Exactly. That's brave, isn't it? Thinking it that way? I think you're right. But it's it's brave, isn't it? Don't you? Yeah, I think so. I think what it does is enable you to think in a really focused way. And I guess your confidence is not full of the crowd. Interesting. So I think that was the for those of you that am pride or pride was the connection we wanted to fill up with between each other. And different was the fact that we could be different. We didn't have to be constrained by the rules of business. We definitely constrained by what the competition we're doing. We could express ourselves. And we have an entrepreneur network of owner drivers who all want to express themselves and want to encourage that. Somebody who was a personality in their community. And we wanted to give them give our dealers license to be them at the best. Not for them to have to follow a formula. And that was where the different piece came in. So we want to do this to achieve their territory potential. Look after their customers and make money. They can do that. What am I going to like to manage them? That's that's the experience I want to deliver. I'm just thinking of people like Robin Luscombe and one of their clients. And of course, when you great deal, it's been on the podcast as well. And he really is proud to be different. We won't sell you a car. We'll help you buy one. Is he slogan all the time there? And he definitely does. It is not part of the. How do I say the mold? He is definitely different. And I imagine he's just one of what 120 Suzuki businesses that you have or how many dealers are there now? Yeah, 150 150. 150 Suzuki dealers who are all Robin Luscombe's different. This is our business. Yeah, exactly. I think I think they feel that we're partners and there's an interdependency between us and we try and focus on our own job. A lot of the time talking about raising responsibilities and making sure that we don't duplicate, don't overlap. And we're glad that it is to create their own brand and their own territory. That applies ours. I think a lot of other manufacturers, but to suppress the data brand. Yeah. Often in rural communities, the data brand is as big or not bigger than our brand. It is. Yeah. You're right sometimes. Absolutely. In rural communities, I was at one meeting and I won't mention the, the OEM. It wouldn't be fair to say, but he started off with a conversation saying, and you'll understand, I'm not talking about a partnership. Most OEMs talk about a partnership. We don't believe in a partnership because we're more powerful than you. We don't believe that we could actually have a partnership with one party's more powerful than the other. And I just, I heard this. I thought, Oh, that leaves a bad taste in my mouth being one of the dealers there. And that's completely opposite your thinking. You are definitely a partnership with the guys. Yeah. I mean, we talk about an interdependency. We talk about a proper partnership based on just getting along. I think it was Bill Parfitt who said he once famously said, and Bill Parfitt was MD of Volkswagen, but voxel for years. He says, all right, trust and understanding. And the problem is that they don't trust us and we don't understand them. And I've always tried to kind of reverse those two things around by kind, you know. Yeah. Yeah. Cool. And make it an issue for people by it. Listen, you told me a story about a pen that you bought, the Mont Blanc pen. And can you relay that story to our listeners? I just resonated with me. Yeah. I always think about it when I think about giving customers experiences and that when I was working for a park, I was selling parks, I owned a bonus, which is a big bonus to me. It was enough for me to retrieve myself to a Mont Blanc pen and another case. And I could buy a pen for a couple of planes. And this was £200 or more in the 80s and 90s, whatever it was. So it was a big, big purchase for me. And it took me three goes to buy it. But I couldn't find a salesman who deserved the sale. Wow. Three times you went in there knowing what you wanted and three times. Wow. It's three stores to buy and just couldn't part with the money because the experience wasn't right. The salesman didn't deserve the sale. And I remember going to a tobaccanist in Bristol. There were actually some pens as well. And when it asked about the Mont Blanc pen, and the salesman talking about the heritage, told me the story, maybe for really good as a customer and maybe for good about the purchase, always remember that story. And I think we need to earn the right to actually get the customer's money. I always remember the price on it. I love it because for that story for me, so many salespeople forget you weren't buying a pen there. You didn't want to write something down. You were buying the reward for what you've worked so hard to get. That was always going to symbolize that bonus that you achieved. And that's why you want to hear about the heritage of it and why you're expanding that and how you felt when you wrote with that pen. Do you still have that pen? I don't know if I should have broken into it. It was one of the things that goes down and I'd let us know how that does. That break your heart when it's something bad. So whenever I talk to a salesman, I want the salesman to imagine there's a room for the people looking down on him. It all played a part in getting the customer there. That could be an engineer, a designer, a service receptionist, a finance guy, somebody who made the car and every one of those people passed the button on to each other. And the salesman is the last receiver of the button in the relay race, not a hero. They just got to finish the job and all of that people down. Well, so I'm going to further wait for the responsibility of that button. Yeah. Yeah. That's good. We love that. Love that. Now, listen, here's the other thing you said there as well. When we were talking about the number one most trusted brand, you said, measure the lead, not the lag. And can you explain you're thinking behind that? You know, I think I think I think we spend our business too much on our time measuring data. It's already happened. So management accounts or customer satisfaction results or sales. What we need to do in our business is focus on the activities of a result. And if you get the activities, right, results will come. And that goes back to my early days. I talked about working for every life and following the process. If you do the right things, you will get the wrong results. Not necessarily when you deserve them, but it will come. So for me, it's about remembering to do the things that make a difference and do the things that matter. Yeah. So focusing on the lead activities, the lead things, the key things in the driver are a result rather than celebrating the lag measures. So I would much rather celebrate all the take in registrations, for example, I'd much rather celebrate the number of appointments in the diary. Yes. No sales. Yeah. Yeah. We got a great friend and we interviewed him for this. Gavin Hyde's. Gavin Hyde runs the Joe Duffy group in Ireland. And he is one of the few people I know that he does not target. He sells people at all our results. And when I say that to other leaders, I said, really? No, he doesn't. What he targets is activity. And he tells a lovely story that when he was selling cars, he'd go home and his daughter say, Dad, did you sell any cars today? He said, not today. It felt like a loser. But then he really said he doesn't want his salesman to feel like losers. But what he hadn't told his daughter is I've actually done three demonstration drives. I made these prospecting appointments and made five appointments for the weekend. And that demonstration drives the appointments will give me the result at the end of the month. So he said, in my business, Joe Duffy group, we're not targeting sales people and results at all. It's activity, activity, activity, get the activity right. The results will look himself in that. That's exactly. Measure the lead, not the lag, not the results. I admire his ability to just go and do that throughout the whole group. And I think it gives him great results. And that's what I remember years ago. I used to work with good manners. Yes. We'll hold on. Oh, no, sorry. Michael Jackson. Yes. Yeah, exactly. Before we had the eager manners, we had good manners. There are ways. Yes. I remember we used to have a program called 21 points that said every salesman had to achieve 21 points before they went home. Yeah. I never had a point of value. So I hand over the market. My other points value and a point we would have a point of value. A follow up and have a point of value. I co-called with every points value, but you didn't go home until you registered 21 points. Yeah. And I think I'm thinking still is with me when I think about leading indicators and lag measures. It's true. It's still true. It's get the activity role. Yeah. It is definitely the way that we need to do that. New managers listen to this, go back and listen to Gavin Hyde's podcast and this and some of the e-good men and stuff, the diary. Remember the old double page diary? And it's more with a backwards. I love Michael Jackson's story about what legends and how we come up with the idea of it there. And it was right. It's the basics get the basics right, isn't it? Yeah, it was. A legal matter. It was a good by our system showed that there were sales that happened after the fifth follow up. Remember, we should recall the number of sales happened. It followed five, six, seven, eight. Incrementality and persistence, I think, was the report from memory. You went on the journey course on. You remember that was the one, wasn't it? Yeah. Incrementality and persistence. That's why we're talking today. I mean, my boss had a different way of saying it. He said, stay in touch with people till they buy or die. Now, that might be a bit harsh, but you remember these little things. But as long as you're not pushing customers, because it's almost give people information all the time. If you're saying, what do you think? What do you think? What do you think? You've crossed the line for me and you're you're pushing. But if you're giving people information all the time, actually, there's never an issue giving people information. But you're staying in touch with them. I agree. You're the expert assignment. I agree. I don't know about that, but we'll tell them. We're definitely sitting here because of that. Never give up approach that. And talking about management styles, then, and the successes and maybe weaknesses that you may have had. Again, a lovely story you told me when you invited me to Suzuki Head Office. You said there was a group of your managers that had a conversation without you, someone, some brave person was asked to have a conversation with you said, Dale, back off your micro managers. Can you share that story with us? Yeah, I can. How about my guys come to see me and say, Dale, the team have asked me to talk to you. You're micromanaging cash. You're all over us. You're getting in the way. Make us do things twice. You're over checking us. Mrs. Pinnock, you don't trust us. Can you do your job? But in that, that's do ours. Your job is to create a vision, march forward web in the flag, give us a support us. And we need you leading the business rather than micromanaging us. Can you do your job, please, which was a brave guy. I was pleased that he had the confidence and the courage to talk to me. And he told me less about doing my job. My job is to lead the business. My job is to create an environment and to enable the team to perform and to be informative content. And I slipped into the micromanaging perspective. And what I said to the guys and girls now, it worked for me. It's all seen too much of me. It's one of two reasons. Either I'm worried about your performance or I've got over enthusiastic and I'm too close to the job. Your job is to find out what it is. If it's my enthusiasm, tell me and I push back. If it's my concern with the individual's job to do the job, they should know. And we should be working closely together to resolve the situation. Listen, as a stop confess control freak, I find it hard to do that. We've got six of us working because we have some great trainers. The people who listen to this, I've never been a dealer principal. I've only ever been a general sales measure. I employ people that have been dealer principles and successful people in the business because we have to. But I still find myself being a control freak. Is wrong the course like that? Or I would have done this way. I did that yesterday with Andrew Clark. Sorry, Andrew. He knows more than me, Dale. But I'm still sitting there thinking, oh, is that right, Andrew? You do it this way. And of course he was right. I was wrong. The question is, as a control freak, is it difficult not to put your nose in where it's not needed? How do you back away? I think it's about realizing what your job is and where you are. And I think it's about understanding the impact that you have on somebody when you over manage them. I want people that are confident, willing to take risks. And willing to know that they're supported by me. So I think if you go to the process, the right process of approaching something, all this skills to do the job, you should you should allow them to do it. That just leads me to say that all details of this episode and other episodes on the selling in the motor trade can be found on our website. SimcoTraining.co.uk Go there to get a copy of our book, Words That Sell Cars. Go there to sign up to a free trial of our sales fitness online sales training program. Easiest way to get hold of me is Simon Bowkett, food link to it. Thank you.
