"You're In Charge" with Glenn Pasch
"You're In Charge" with Glenn Pasch

Episode 138 · 1 month ago

Being a leader vs. Leading a Team with Mike Dorazio

ABOUT THIS EPISODE

Have you ever thought about the difference between being a leader or leading a team? Is there a difference? Can you do one without the other?

All great questions I discuss with my guest Mike Dorazio. Mike shares his journey from hard headed young man, to Marine, to now successful business owner of a multi-store car dealership and growing more each day.

Fascinating, no holds barred conversation. Not one you want to miss.

Remember to review, share and subscribe. 

About Mike

Mike Dorāzio is the owner of Platinum Central Pennsylvania, and a self made, serial entrepreneur. He has spent the past 30 years advancing and building his brand in the automotive industry. 

In January of 2013, Mike launched Platinum Pre-Owned LLC. It all started with 2 employees. In 9 short years, Platinum Central Pennsylvania has expanded over Pennsylvania, with over 150 employees, and 5 locations, 2 of which are franchised. Mike took the values he learned during his time in the Marine Corps, such as integrity, willingness, and determination, then modeled these qualities into his business. In 2020 Mike started MBishin Media, to establish production and management of all advertising and branding for Platinum Central Pa and also to showcase the music that he loves. At the very beginning of 2022, he added Freedom Auto Auction in Freedom Township, Pennsylvania. Most recently, Mike secured a 6th location in Hershey, Pa with plans to open in the summer of 2022. In 2021, Platinum Central Pennsylvania reached a record high of over $120 million in sales.

Over the years, Mike has cultivated an environment all his own, focusing on a family atmosphere. And it is a family that will continue to spread across Pennsylvania.

https://www.linkedin.com/in/michael-dorazio-8001b246/

Twitter: @MikeFND

About Glenn Pasch:

"Everyone finds themselves in charge at some point in their lives. Yet many of us lack the skills to generate consistent results. My goal is to help you learn the skills to adapt and grow in your personal and business life.”

Glenn Pasch is CEO of PCG Digital, a full service digital marketing agency that specializes in helping businesses create and deliver customers raving, recommending & returning for more. He is author of 2 books including "The Power of Connected Marketing" and has spoken and educated audiences throughout the US and internationally.

Let’s Connect:

Linkedin: https://www.linkedin.com/in/glennpasch/

Personal Website http://glennpasch.com/

Company website: https://pcgdigital.com/

Support for this episode comes from PCG digital. As a business owner, you want to surround yourself with people who can help you achieve your goals when it comes to digital marketing. That's what PCG digital does best. If you want a true partner helping connect your message to more customers than you need to reach out to PCG digital. Maximize your marketing dollars with PCG digital. Go to PCG digitalcom for more information, and don't forget to mention the you're in charge podcast. What's the difference between being a leader or leading a team? Now, most of you will say, Glenn, they're exactly the same thing, but I'm going to challenge your thinking today with the conversation I have with Mike the RAISIO's, the owner operator of the Platinum Audel Group, around this topic, because his take is that anyone can lead a team because they're put in charge, they're given the title and by nature, people will have to follow them. But are they really leading them in the right direction, or they a good leader or people just following the title? So I asked Mike what makes a good leader? What are the aspects of a leader, and that led into other conversations about building a team and growing a business, but at the core, what makes a great leader. Fascinating conversation. I can't wait for you to hear it. So let's dive into today's episode of You'R in charge now what with Mike the Rasio. I might thank you for joining me. Let's just dive right in. I you know, I met you maybe about a little over year, year and a half ago, and one of the things that always stood out for me listening to you and talking to you is your sense of your you seem pretty grounded in your sense of leadership. You've been also very open about your journey. You know obstacles you've overcome. So, when you think of new leader, someone who's in a position leadership, let's start with what traits do you look for in people to say I can empower you to take on this project? Yeah, I mean first the first thing I'm looking for in any individual is just what are their values? I'm going to try to talk to it and, if it really figure out what those values are, and then I'm going to dig a little deeper and try to figure out if they really have the character to execute those values right. And then, thirdly, what I always think about the people. Okay, if you have the right values and I'm looking forward an individual and I feel like you have a character to execute those those those values, then the third thing is, do you have the integrity to do it when no one's around? So can I leave you alone? And that was something that I had to evolve into that thought process because because early on in my career I try to do everything myself. But if I can't have the trust in someone that they have the integrity to execute on a consistent basis the values that we agree upon, then they're not the right person for me. So that those are the things I try to identify early on with something. And then all my interview processes, even down service technician, is the whole office person, I mean anyone that comes to the company, I always do the final interview and that's what I'm trying to assess. I'm trying to assess do our values aligned? I mean you can have good values and they just don't align with my right. Right, and do I really buy talking to you and going through your history, can I figure out do you have that character that I'm looking for to execute those values right and have you have a track record of consistently executing those values. And then you know, the whole integrity part. That's that's a trust issue with me and that's something that we need to build on. But if the basis is there, I'm probably going to give you the job and then I'm going to build that relationship and make sure that we have trust both ways, not just not just me trust in you and make trust in the employee, but I want to employee to trust me and my consistency. I want them to see my values, my consistency of execution, my integrity, that I'm still working and I'm still doing all the things I say I'm going to do. What people aren't looking, I'm still doing all that stuff. So that trust goes both ways. That what I there's so much in that and yeah, will unpack some of that, but just what you said at the end, and and I think this is a good follow up to that, is this idea of you're holding yourself accountable to set that that standard right. A lot of times I think we tell people what we want them to do and we hold them accountable, but they're still is that attitude out thereof do as I say, not as I do right. So...

...how do you hold yourself accountable to that? You know, if you're saying, well, I do what I say I'm going to do, if there's someone around you that you've surrounded yourself bought with that that could helps hold you accountable. Is it yourself that's holding yourself accountable? How does that function? You know, most of the time I hold myself accountable. I and you know, maybe it's my background in the Marine Corps and and the with the way I came up, but you know, if I if I say I'm a do something, I'm going to execute it. You know I'm going to follow through. You know, I find myself, which is funny. I sometimes like I feel like I'm running late to work. Right. So this is an example of I'm the owner. You know, no one's going to get on me for being late. Ever, I could be an hour later, an hour and but I really put pressure on myself that I'm running late for and sometimes I'll sit down and running late, the brush my teeth whatever and getting ready and I'm thinking who's going to come back, like there's there, there's no hammer that's going to fall on me for being late. But I think it's something that you have to instill in yourself, you know, and you know when you're expecting that from other people. It's just like any other relationship. If I'm expecting you to have the right values and you too have the right character and you to have integrity, and then I don't come through in that, that's like a marriage. That doesn't work. You have to look at me in that same respect. Well, you know, I want you looking back. I want to have, you know, maybe better values, maybe better character. I'm striving for that. I'm not saying I do have that, but I'm striving to show you better values, better character, better integrity. So I want to give you something to aspire to and if I can't, you know, you know portray that in my everyday actions, that it's just not going to work. It's just like a husband and wife. You know, I can't expect you to do this, you do this, you do this and I just do nothing. I sit on the couch, eat rito's and I don't do anything. So you know, it's just like any other relationship. So I think that's that's what holds me accountable. I've put a lot of value on the way I'm perceived, also from from at an employee. stanmdpoint right, because I came up through the ranks. You know, I went in for a detailer job, started as sales and I came up through the ranks and I saw those those leaders and sales managers that when you're when you're cleaning snow off of cars and they're telling you we'll get all that, get that in and they're sitting there sipping their coffee and they're not walking the off. They're telling you what you need to do right, they're not willing to do it. And anyone that works for me, I'll tell you, clean a car, clean it self of cars. I'm right beside I'm like, let's go, we're doing this right. thinking it just leading from the front. Yeah, no, and I think that's important. And and again they're there are different philosophies of the management, but I love that and I'm very similar in I hate being late for anything right. It just bothers me and I feel put great pressure on. I'm almost embarrassed if I'm laid on. Very apologetic and I've had people say, but you're the boss, and they said it doesn't matter. I was just having this conversation with I think some of your team when we were down at a recent conference and I said the way I try to always think through for my team is if it's good enough for me, it's good enough for them, meaning if I can take my child in the middle of the day to a doctor's appointment, well they should be able to as well. And it when I say that to people they look at me as I have eighteen heads, like that's the mode. That's great, but that doesn't exist. But I think to your point is the more that you are holding yourself accountable, and I love the word you use, it allows other people to rise to the occasion because they don't want to disappoint you because you're holding yourself to such a high standard. It's that idea of not fearing you. I will I will probably hazard a guess that if I talk to your staff, you're more afraid of disappointing you than you getting mad at them. That's what I fare, that's what I hear, and my wife will always set out just say like they're just afraid to disappoint me. My right, and I look at like this. You know, there's this has been said a million different ways, but there's there's a difference between leading the way, being a leader right, right, the leading the way. I anybody can lead the way. I can give you a title and say, Hey, you're going to lead the way, and the people following you don't necessarily know why you're leading the way or they don't respect that you're leading away and you might actually be leading them in the wrong direction. Right, right. So being a leader is just other people that have that faith in you. And it goes back to my military background. You know, when you look at a platoon of individuals and you know one guy's in charge of that platoon, right, but if you really dig into that Group of ten or twelve people in that platoon, the...

...platoon sees themselves as equals, the ones just a little notch above and he'd been given that opportunity to lead. But there's mutual trust right out the entire platoon and if that leader were to fall, there's such a trust factor amongst the other members of that platoon that somebody else could easily step up. And that trust of leadership and that respect of that leadership and knowing that of one of the right direction. That's the difference between leading the way and being a leader right, and I consider myself, and I've said this in the US before. You know, I'm just the one individual with this organization that has been not up to be speaking these words and to be given our direction. But I don't consider myself, I never consider myself at a higher echelon than everyone else that works for me. And you know, and I think treating the detail guy and in a mechanic and the salesperson and every one of that organization equally. They all get the same Mike to raisio. They get the same Mike to Raisio as the guy coming in from the floor playing company. One offer me twenty million dollars in floor plant. It's always the same guy, it's always the same level of respect, it's always the same empathy that's coming out for me to write over you might be and that's what I think creates a good environment for everybody. Yeah, and just off, what do you said? And I hope the audience really catches on to what you said, because what I heard was leading the way. Someone could be given the title leading way. You're following the title, you're not following the person right, so you're following whatever they say because they're called a manager, they have their manager shirt on whether I like you or not, I have to follow you because you're the manager. I'm not following you, and I love what you also said about not changing who you are. Right, it's this is who I am, it doesn't matter who I'm meeting. One that allows you to not worry about what did I say to that person or how did I treat a person? And the other thing for leaders, for those of you are leading a team. Listen to what Mike said, because I think it's spot on. I say it a different way, but what he said. He's not more important than anyone else. He just has different duties and responsibilities to make the whole machine move forward. But so does the detailer, so does the new person in the office, because if they don't do or the job, the machine doesn't move forward. So no one's job is more important, but they all have to work together. He just has different responsibility. So, as a leader, you have different responsibilities, but that doesn't mean you're better, and I think that's so important because new leaders, new managers, they fall in love with the title and they think that's what's important instead of well, would this person, would this group of people, follow you if you didn't have the title. That's really the question you should be asking yourself, right, and it's not only you know that, but it's also being willing to put yourself in their shoes. So I'm willing to do any role in the company that comes up. And you know, I start every question. You know I'm talking to detailer. Can you do me a favor? And jokingly, some guys have said to me and said, well, what if I said no? I said, well, that I would do what I'm asking you to do. Right. So that, like, if I'm not willing to go wash the car, if I'm not willing to go take a customer facing position, if I'm not willing to go do paperwork, if I'm not willing to do all these different things, then how can I be expected? How could I ask you to do that? Right? So I think it has to be there's a willingness to always put yourself in any place that the company's going to need you, and that also, in return, gets to respect because when they see washing that car, like I've had employee any and like you didn't have to take that car over and gas it up. Well, it needed done right. So we're ready to do a delivery. I saw in need. You guys were busy. This sales person's with the cuspper you're getting paid for ready. Nobody was gasping the car up. I'm doing nothing. Am I just going to stand there point? Hey, you do know I'm going to insert myself and take care of whatever needs to be done. So that's the other part of it too, I think. Well, let me did. So that lead me into so another question, pivoting a little bit. So as you grow, right as you start, and it doesn't mean in your case you've expanded to different locations, which will get to in a moment, but even as you grow internally, that idea of what I see a need, I'm going to do that. Now. There are some dangers to that, because there are people who will, as a leader, do someone else's job one. So, Hey, listen, if I saw a need, we have to get it done, we have to make sure it all works, but we have to be careful that that de we don't create dependent people. So they go well, if I...

...don't get to it, Michael, do my job. How do you find that balance of in that case of gassing the car up, I saw a need. But if there's a consistency to that or you see this always happening? Do you step back as a leader to then say, well, wait a minute, where is the breakdown in the process? Is Somebody not know what's going on? Why do I find I have to do it? A one off is fine, but I've seen people create dependent teams because they just want to help out, almost helping out to a fault. Does that make sense? Now? I think you hit right on the him and I think that if you if you find yourself consistently inserting yourself into that process and that the process is broken right. And you know, I think that one of the hardest things for me to do throughout my career was, you know, delegate things out. You know, I always was the guy that came in on Sunday and move cars getting ready for this to storm, all by myself. And I've done I've came in and package deals up on Sunday. You get ready to be clean on Monday morning, and you know, it was hard for me, you know, and that was where the level of trust and other people's integrity came into play and I realized, you know, as I was going through that growth process. You when, when it was nine years ago is me into employees. That's very easy to handle. It either I'm doing it, you're doing it or you're going right, that's not right. You know SAC it. So but as you grow and you're becoming overwhelmed with those those little things that you not you don't necessarily need to assert yourself into, you have to learn to delegate that out and that was one of the hardest things for me was just, you know, mentoring the people that were behind me and to show them and to actually do one on ones with those and say, like, this is how we handle this and that to a point where I knew all those values and things and the character that person, in the integrior of that person, was suitable to handle those things and I could pass them on. And I'm still going to come back and check. I'm still going to come back and look to make sure. You know, I'm going to go and buy the lot and make sure all the holes are filled and make sure round up properly and stickers are all done and the stick on the back of the car looks nice and the lots. I don't have to do it anymore. I'm willing to do it right and I've gone in and said before, Hey, you're a lot screwed up and I'll start moving cars. And then like it goes back to they don't want to disappoint me. Then I see a sense of disappointment that I I gave them this responsibility, I mentored them in that responsibility, I set a level of expectation in that responsibility and now I came back and it hasn't been handled properly. So maybe you have to retrain that and right and right. So and it's hard, you know, as from a leadership perspective, to like elevate, you know, as you're growing, because you know you want to be in control of all those things that are underneath you. But there's no way to grow if you're still inserting yourself and all those all those tasks. So it becomes that switch of now my task or my job is to inspect. Versus good to do and sometimes that's a hard thing to do. Is You said, is why just have to get it done and hey, this is and I'll jump in. Versus. Know Your job actually is now inspection, coaching, retraining more than getting in there and doing and it's a lot easier to expect right and actually do it. And I've said you know a lot of times I'll walk into one of my stores and I walked a lot and you know, I'll notice very quickly a lot of things that are not right or they're out of place, and I always say those guys, how can you guys be here for ten hours? Right, I'm here for five minutes and I can point out five things that need to be corrected. But it's just the comfort of the them be an in that every day environment that they missed that stuff and sometimes it just has to be pointed out, reminding. So the inspection part of it's a lot easier to do because I think someone can come in and assess situation in five minutes, ten minutes, versus being in the daily grind, you kind of lose sight of some of that. You stop seeing things. You stopped seeing in someone just comes in and goes, why is that over there in your go I've walked past it seven times and I didn't even notice it because there's other things going on. So to that point them. Yeah, let's talk about your expansion, because you've had very you know, very proud of all the expansion and it really exciting. Yeah, how is that? Transition for you to and I know there's people who are going to listen to this who are in the same situation where they've been put in responsibility. They ran one store, so to speak, and now all of a sudden they have to oversee two. And I'm not saying owners but that you could say ownership. But even if now I'm a general manager or on operations manager or a regional manager and now I have three stores or two stores, how have you in order to help them? What sort of...

...things did you put in place to be able to be feel comfortable that things were going on well at the store that you were not at? How did you you know, going there? You're right, I'll go there for the day and we could tweak in training, but when you leave, all of a sudden I feel like it's spinning plates. You know, the old guy who on the Poles would spend plate. How do you check in on all your stores without having to be there and still feel things are going well? Well, I think it starts with the beginning of our conversation. You know, hiring the right people with those values and the character of the integrity and knowing then the integrities there and that all comes with trust, right, and I think also through the hiring process. You know, lots of people try to dissect my hiring process and I broke it down a little bit for you earlier. But the one thing I'm really looking for is extremely motivated people, right. Not that I that that have that. I use character integrity, because if you had that values, character integrity and you add motivation to that, deadly right. So let me ask your question on that, because some people misunderstand motivation. Do you think? Do you look at it as like motivation because they've accomplished things, like you look at somebody who maybe went was in the military or sports, or do you think motivation is has like a competitive edge to it? Is that what you say, that motivation? I think on a competitive side and aspirational side? Oh right, so I will spend it that aspirations there and I want and and when you have that, when you have all four of those things, you have values, character integrity and the motivation aspirations to succeed, you know that's someone I can trust to walk away from, right, some one that I can put in charge and I can walk away and then it's just a matter of, you know, following the numbers. I get my reports daily, right, I get my contracts and transit daily, I get my sales reports daily, I get my parts reports, my service hours, I get my google reviews. I mean I get, like I get a lot of stuff. I get my fresh trades report daily. I get, you know, a lot of reports that within thirty, forty minutes, I can spot a problem and I don't really insert myself into every little problem. I try to prioritize my a based on those reports. So it might be a personnel problem, it might be a numbers problem, it might be a production whatever it might be. But that's where my my my focus daily is narrowed down to those critical tasks and those are identified through those reports and through talking to people as far as personnel and stuff like that. And then I'd only come once in a while. So we need to have a one on one glen, because, you know, we need, I need to understand why this is this, and that's that right, you know. But you know, at a it's beginning, at its inception. I have to know that you were the right person and that's all on me. You know. That trust that we've built between the two of us and allowed me to walk away. Yeah, that's on me if I fail there and I didn't assess right use character and tegrity or motivation correctly. If that, that's all on me and I'll take that. If I made the wrong decision, and quite frankly, and I'm not bragging, but I don't make that wrong decision that people that are in the places that I have of control are there for a reason. They've proven themselves to me that they think. And when I say trust, that's one thing I want to clarify. Is like trust to me. I tell this to my guys a lot of time. You can be an honest person that's not going to steal and not going to lie, and I can cheat, and that's one level of trust. I need to trust that you're going to do the right thing because my core values, you know, my principles that I the three top principles of this company are. Yet you know to number one is compliance. My all means you better be compliant. We know the industry we're in, right, so you have to be compliance. Number two is do the right thing and number three is make money, and in that order. So make money is your last priority, right. So I have to trust that you are going to do the right thing. And look, everybody makes mistakes and then you are reevaluate if someone's going to make mistake, mistake. But I need to have that trust that I know what I'm you know, fishing off the coast of South Carolina and your approach with a major issue, that you're going to do the right thing to handle that issue, so that that's where the trust it's not just honesty and you know that kind of right. But to you so so so with that. Let me for from a tactical standpoint. Do you so? I have two questions. One, when you're when...

...you bring in someone or promoted that person to be in that position. Yes, if it's an internal promotion, I'm assuming they already know who you are in your caliber and what what you're expecting. And but do you spend time with them where you say I'm going to spend you know, I'm spending the next two weeks with you and I'm just going to follow you around so I know you're doing everything right. That's so. That's one. And then the second one is when you're not there in that looking at a reports for for those listening, did you create a structure where we have a phone call every single day. Fifteen, twenty minutes. Mean we're going to hit these points. Tell me what's going on in the store. So I go YEP, that's a good plan. If you do that, we're in good shape. If you need me, call me. How do you work to communicate with those locations? First to get that person ready to take on and then from a day to day yeah, I think you know, early on in the company's evolution I was hands on. I'm going to walk you through every step and I'm going to watch you and I'm going to know that you're going to do things the right way before I pull, pull away away. As we've grown, that's not really practical for me anymore. So I have to rely on that layer of management underneath me and when I'm bringing that person in, back to like hiring that person, I also I'm never the sole decisionmaker on bringing anyone aboard. There's always pre interviews but by the time it gets to me it's already been vetted to the point. If they did if they're sitting in front of you, they've done it. If not, they wouldn't be in front of you right. So the individuals that presented that person to me. I will take responsibility kind of for that hands on, you know, indoctrination into our organization, right. But you know, once they're in that position, the way I handle you know, I don't have scheduled calls, I don't have any that. I really plan my day and I try to know, we have five stores right now and we have a corporate office. We Really of six locations and I try to be at at least two or three of those a day and I take that opportunity, you know, because I know what my agenda is. I know how, but I like to facetoface, talk with you and say, and we need to handle this, this, this, or what are we doing about this? And Look, I'm always open for like, you know, healthy disagreement, right. So it's showed me why I'm always open to like, look, why are we doing it this way or what's wrong here? And I I want that dialog, you know, person to person, eye to eye. I want to talk it out and I think that's how I handle my issues and that's how I handle like the evolution of the company, that changes that we're going to make, because everything I do, every move we make as a company. I wear everything on my sleeves. I talk it out and I talk it out with a lot of people and that comes from those one on one and you want on two is I I'll pull two managers in and will have those, you know, twenty thirty minute discussions or fifteen, it's whatever it is, and that's how I really hit. I'm real hands on in a management style. Of all my I always say I have twenty number two's right, thank that's that everyone's I want to be your number two. Well, that's pretty hard because I have twenty them right. I don't have a number two. Maybe someday I should get a number two, I don't know, but because that's how tight that those relationships are. I have a very tight relationship with especially the top layer of management in the organization where they coman. We're texting back and forth or call or talk or just you know, we have more than just a working relationship. But I bot those relationships over the years and as someone new comes in, you know, I try to establish that relationship they want. I want a personal relationship with everybody in the company. Mean detailers text me. I mean I have mechanics, you name it. People know they have a direct line to me and it keeps everybody honest. To just another point. As far as having a direct line, it does become overwhelming sometimes you know that they didn't go through their chain of command correctly, but I also want them to have that comfort that they have a direct line there's a problem like this is a right. But back to your point about how, you know, do we get them and doctor dated into the company? I rely on a lot of my upper management to pull them along now that it's established. So so one of the other things I just heard and I and, as I said, folks listening, there's so much. I hope you go back and listening. I'm just so much rich stuff in here. But that idea of building an environment. We're those twenty number twos, or most anybody one feels that they can talk to you. But I what is really hard for a lot of new managers or even experience managers, is being humble enough to have a conversation, to be able to say maybe I'm not right. You know, let's let's talk about this, because I've...

...sat in rooms where there isn't that. It is a one way dialog, and then to disagreements are all amongst the number two is but nobody's willing to go up to the top and say this isn't working, this isn't right, you missed it. I think for me, same thing, having a few people, I've had times where I thought I gave a great meeting. I was like that is awesome, and all of a sudden someone who I trust dearly walks in and goes, how did you feel about to be any said, I thought is great, to goes, you missed completely right, but you yeah that. But I think the great point that I don't want people to miss is being a leader, being a really good leader, it has to have that humility that you don't have all the answers. You may have to make the final decision, but you need that input to build that trust, because there may be something down the road that's really, really important and you need to have that those channels open. Yeah, I mean I'm one hundred percent to allow for disagreement. Not only allow for disagreement, but welcome it right. Right, and it's not only the dialog of that disagreement that you yearn for, which will which will promote growth. Right, because that's where the biggest growth comes from. It's just like anything else that's painful. You go to the gym, it hurts. You're going to growth through that. Right. It's the same type of concept. And if you don't allow for disagreement and it's just you know you're where or the highway, I mean you did, you're not going to know when you're going the wrong way. And, like I said, and welcome it like and let everyone know that you. I want to hear your opinion right, tell me why I'm wrong, tell me how it makes better sense. I've never considered myself, and you know, like the smartest guy in the room. I know you're going to listen to me. This is the way it's done. I want to hear I I pride myself and hiring people that I feel are more qualified to me in a lot of aspects, and the reason why I want to hire them, and I the reason why I look up to them as in their qualifications, because I want that discourse. Right. I want that. I want that dialog, and the other part of that is admitting when you're wrong. Right, because there's so many leaders that like you know that, hi, I told you so, and you're like yeah, right. I know you did tell me and you are right and I was wrong, and you have to have that. You know, you have to have a humility to and look, we're all wrong. I don't care who you are. There's times in your life where you're off and someone needs to really point it out to you. And you know, my wife, who does our HR, is probably the best example of that. Right. She has no problem telling me when she thinks I'm wrong, and I and I've had a lot of growth through that over the years with her and I welcome it from anybody. And I think no, and I think to your point is that, if you really think about it, anytime we learn, it's because we failed. Yeah, yeah, right. You learn to walk by falling. You was the same? Fail forward? Is that the same? Yeah, that's what I always say. I always tell forward. I always tell them please fail forward. Don't, if you land on your butt wrong direction, fall on your face. Right, exactly. But the other thing that I thought was interesting to and to to just add one thing to what you said, is admit that you're wrong. But also being in the leader's chair is not always easy. It's not as glamorous as everyone thinks about it. Is. But if you get that input, there are times where you're not going to take their input right. You know something maybe they don't know or you just I think it's just as important to explain why you didn't take their feedback or why we didn't ask your idea, because if not, then you start going will they because that could be a training here's something you didn't think about, because again, you're developing their leadership skills to eventually be in the position of making the decision you just made. They may not understand it, they may not have the experience you did, they don't understand the five other conversations you have. So take the time, if you're really going to build those people up, walk through your thought process and then they go, oh, now, I see why. Then they again you're moving them a little further on their journey as well. Yeah, I think look, clarity and communication, you know, and transparency, you know, our key and everyone has to understand your vision to you know, like and understand your thought process of how you landed where you landed on that decision. You know, and it comes back to the trust factor. You know, if you have that clarity and you have that communication and you have that transparency and everyone completely understands your vision and they're aligned with it. They don't only understand it, but they are aligned with your vision, and that's how you get the loyalty that you're desiring from...

...your employees. And you know, who would want to work for a company and sit there and do data entry for eight, ten hours a day and have no idea what the vision of that company was right now, have no idea what the aspirations of that company were and had get no clarity or communications from anybody on absolutely why. That's where you burn out. Because I agree, because if that person, your example, that person, if they don't understand how their job fits into success of others, how important what they're doing impact your decisions, you'll having those reports done right on my desk allows me to do x, Y Z. If you don't, then that person. To your point is they become in this bubble of not knowing why. And to your point, I think the other thing is the clarity and of the vision and all of that, but then that next step of understanding what they have to do to deliver on that every single yeah, absolutely. Yeah. I remember dealing with a I used to travel around and you know, do the same thing. Help, you know, these offices get better what they're doing, and I would get feedback of we don't know what to do every single day because the leader changes their mind every day and it's very inconsistent. And I thought about that. I said, who wants to come into a job every single day going what mood is Mike in? Because if my in this or when Mike's here, we do it this way, when rands here, we do it this way, and that's so. I think people want security, yes, and seeing their job, feeling that what they're doing is important and they feel that what they're doing is helping the team be successful. I think if we hit on all of those things, on to structure it, give them feedback on it, I think then we can then I don't think people want to leave us. To you now, they don't want to leave them and that's where you strive for. You strive for building a an environment where people don't want to leave. I always say people don't want to leave our company less our company wants some to leave. Right, and that's what we're striving for. Right and you know, and to tier point, the other part of that is the communication. I don't think there's such a thing as overcommunicating. My wife says I overcommunicate, but the reason being because if I do change my mind and I do er a little bit, I want the communication of why I made that decision to be crystal clear. It right, because I don't want everybody to anybody to ever think, well, this guy's you know, one day is over here, one day he's there, he's going to do this, he's going to do that, and you know it, you sound, you know, borderline, you know crazy. So I yet you have to really have not just the clarity of the message, you know, and the Vision, but yeast the extremely well communicated around every no, I think the danger, I think sometimes when people, and I'll make an assumption about what your wife was talking about, sometimes overcommunication is micromanaging me, and that you're constantly every day is Mike, don't forget this, don't forget this, don't forget this, don't forget that. Yeah, there's a difference. That's a difference. No, there's a big difference. And and I don't micromanage, I back off, but when someone needs to know something, I'm to make sure everyone. No, and I think that reinfort yeah, reinforcing the vision, reinforcing what we're doing, why we're doing it. I don't think you can overcommunicate that enough. It's but don't mistake that with, you know, getting involved to a point where I'm removing the trust from the person. Right, that's a different conversation where I'm micromanaging, inserting myself, doubting what you're doing. I could say I trust you, but my actions don't trust you. Completely different thing. But I think to your point, over communicating value, what we're trying to accomplish here. How we do it, you know, giving them feedback, food and bad. That's the way you win consistently. That's how you build that dynasty. Listen, man, I could be talking to you all day. So good stuff. It is good stuff. So at the end of every episode we had five random questions for you. Already, I'm scared you're ready. Not. Don't be scared. Don't be scared. So this one I love asking people because it talks about your journey. Right, you were in the Marines, you were came up in the car business, then you moved over to the vendor side, westlake financial. Now you're back. So looking through your life and who you are. Yeah, if I go back to like I have a sixth seventeen year old, so I love that Sophomore Junior. There's such transition as that age. If you look back at that sixteen seventeen year old Mike Right, what's consistent about you that you see that still there, always has been, all the way through to you now and then the other thing is if we could talk to that sixteen seventeen year old Mike and he looked...

...at you now, what's completely different? Wow, I'd say it's an easy, easy answer. For me, ambition, just sheer ambition as it was. It was ingrained in me from the time I was delivering newspapers and mowing lawns, just trying to to build something for myself and the independence that comes along with that ambition. And you know, for me money is nothing more than freedom and you know the independence that you create for yourself with making money. So I understood that at a very young age. That you know, as I tell a story all the time. I was I think I was twelve years old when we were at sears in my the bicycle for ninety nine bucks. I looked at my dad and I said I'd like to get that. Bayley said, I can't buy the bicycle and I reached in my pocket and I hadn't had the money, as I'm paying for it, and you just gave me a look. He gave me a look like he was just where did like. But I had been mowing on sutiliver grade and show one stowe. I saved my money. I was always good at the money. So that the end bit just the sheer ambition that I've had. It never changed. I'll take it to the grave and it doesn't have any to do with money anymore. Now it's about growth, it's about providing opportunities for other people. It's a mentoring people with that same ambition and showing them the path that they can take to achieve what they want to achieve. And that's what I really feel good about now, at the stage of my life. He's being able to reach my hand out to those other young like the Rasios that the next generations of that's coming up, and show them the proper way to go about it. Into your second question. Well, would I change now? What was different? What was different? If they are looking at what would that seventeen year old looking at you now going? God, I never thought I'd get there or whatever. You know, like completely different about you now. I think humility, right. I think you know I'm a humble guy. I know as I was a very arrogant, arrogant and titled Younger Man, you know I was going to conquer the world. You could not tell me and you couldn't get my I did, and don't get in my way and I had no empathy for you if you did get in my way. Right, and I think that has what you know, the marine cop kind of broke me of that business. Over the years, maturity, whatever you want to call it, just situations I've been through in life to really open my eyes up and be more humble, to really embrace humility and have empathy. Like right now I'm probably one of the most empathetic guys that go meet and I had zero, zero when I was young, and it's it was just an evolution that I had to go through in my lifetime, but it's probably one of the most valuable lessons I've learned. I said, there's two major lessons that I've learned in my life and over the years. It's it's empathy and reticence. Knowing when to shut my mouth or no one when not to run into the fight, run down the hill, no one when to write. Sit back before I act, because I was a very immediate action person. I said what I wanted to say, I did what I wanted to do and it hurt me and I'm a lot of ways and I had to mature through those two things to be reticent in my behavior and my speech and also to be empathetic to everybody else around them. So that that's the best answer. That's a great answer. All right. Number two. What do you what are you listening to or reading or watching that is inspiring you to get better that you would recommend to the audience? Well, I think you know, we're on a clubhouse. That inspires me every day. Just so you know, it kind of open my eyes up to different perspectives all around the world, from different parts of the industry, from vender's, that dealers, to GM's, GSM's to finance, the BBC. That's kind of what I'm listening to. I'm really in tune with a guy by the name of Andy for Sola. He's a business guy on St Louis. Listening to him. I don't read much of his stuff. I think he only wrote one book. I did read it, but he's a very similar minded person. My wife actually turned me on too, because she listens to podcast all the time. She said, you have I've never before him. I never listened to a podcast and I said, she said, you have to listen to this guy's they'd Dandy for Sella. I said watch because he sounds like you, talks like you. That's like, oh well, God, now you really don't have me intrigue. Yeah, but he's a much more evolved version of me in a much more successful version of me also. But he's great to listen to. He's got a great mindset, you know, discipline and mental strength and all those things, grit and fortitude and all the...

...the things he talks about a really just inspire me. And reading, you know, I've started to read over the last few years. I've was. I was never a big reader, but obviously you know good to great. You know that. That's probably one of my favorite books. I've read it like three times, you know, to think and grow rich at the great yep only a hill. Also, I've read that twice. There's a lot of stuff out there and try to try to dabble in, but those are probably my two favorite perfect all right. Next one is, you said fishing off of South Carolina. Tell me a place that you would love to travel yourself for taking the family that you haven't been to yet. Italy. We were planning a trip to Italy on eleven. We're supposed to go that October, my wife and I, and eleven happened and we didn't travel overseas and I would. We were playing at one there this year. I have some deep family roots there. My Grandmother, her mother, which my great grandmother that was from Italy, actually built a church in carpet mill and Italy, a small town in Italy. And then we from a route. See, we have the DRAYSIO side of my family and from what I understand from my uncle's in my hands and my grandfather told me stories. When you go back as an American, you're very welcomed and yes, reconnect with your families from from Italy, and that's something that's been a life long dream of mine. I have not done yet and I'm hoping to knock that out some time in late two thousand and twenty two, but that's great. Yeah, my brother, my brother did a lot of research into the family tree. He took that on. You know, my grandfather came over when he was young. You know, argued with his father's father wanted him to be a shoemaker. He wanted to be a musician. became a very successful businessman here, had the largest music store in all in New Jersey. But when you went back there, what was great is, I think, one of the best things we did. My mother never had been able to go back there. My mother, Father Din ever went, but when he got remarried, he got married over there. We went over there and she was able to go to the town where her grant, her father, was born and one of the US House that he was raised in because it was still in the family and that was just so I will tell you, yes, they welcome you, but it's just reconnecting with that is just so huge and they want to show you, they want to take your rundall. Here's where this person went, here's where this person way it is. And for your kids, I will tell you it will be so impactful for them to go as well. Okay, two more, two more. If I took all of your close friends, people who really know you, really know you put him in a room and said described Mike with one word. What's the one word they would use to describe you? Wow, I think ambitious, because I really do. I mean I go back to that and system trait that I've had since I was a kid and I think everyone that knows me knows that I just have this inner drive and sometimes I can't even comprehend what that drive is. My wife describes me as being uncomfortable when I'm comfortable, and it's just I have to be, you know, challenging in some aspect of my life, whether it be, you know, through business, whether it's a physical challenge or mental to all I just have to I have to make things hard on me and not hard. I don't look at as make it hard on me. I look at as accomplishing something. And when I had my first store, I got to the point where it was very successful and I had done all the things we talked about today, where I I had built up the trust that I had in the individual to run it, and I really would show up and I was like, what do I do now? Because I built this company and then I was bored right and I had to challenge myself and when I did with the second store, which is now platinum. That SUPI sheet. It really put a heavy weight on me and every time I do it I say, well, Jeez, why do I do this to myself? But that's the process that I enjoy. It's not the end results, it's not the benefits in the money that everyone thinks that that's what you're chasing, though. I'm chasing in the journey and trying to figure out what it takes an every time I put myself under that crucible, right in that crucible, but I put myself voluntarily in there and I make it out in my mind I'm smarter, I'm wiser, I'm better for it and I can withstand a lot of things in the future. So that's what I desire. So it all boils back down to ambition. How that range? That's great.

All right. Last one. We talked about a lot of things here today and I thank you for taking time. This has been great. If you hope the audience who listens will take one thing away from this, just one way, from one thing from our conversation. What would that one thing be? Wow, one thing, I think that being empathetic to fellow your fellow humans, right not just your your co workers or people that work for you, it's everybody. It's family members, it's that guy you see, it just convenience store funding you, and it's just really trying to insert yourself into someone else's shoes all the time and approaching them in that respect. You know, you know, I always look at people and I always think in my as far as the business side goes, when I'm talking to an individual, detailer, technician, a salesperson, a sales manager, general manager, whatever it might be. You know, I always talk to them and relate to them as I feel they would want to be related to. If I was a technician, how would I want to be approached with this particular situation? And I really psychologically think I try to be empathetic to them and speak to them the way that I feel if I was in that position. How would you speak right, you know, like because, like you go back to detailer and you say hey, go go do this. Is that really if you were a detailer or someone came back to you said Hey, go do that, told you to do that three times, is that how you would really want to be spoken to? Right, you would want someone to come and say hey, Mike, I did ask you earlier to can you help me out? I asked you earlier to clean that car. Would you go to do that now, in the next few minutes? That's a completely different way of getting the same thing accomplished, because you're empathetic to their particular situation and how they operate. And so if you could take one thing away, it's just in every walk your life, have empathy for everybody around. Love that. Love that, love that. Well, listen, Mike. Thank you again. This has been phenomenal. How can people connect with you? You know, again, if people want to pick your brain or just listen to I mean, I know club that's about. How where do they find you? Well, I mean, of course I'm on Facebook, like to Raisio, on Instagram as Mike Effe and D, Mike F and D. that's a story for another day. That's my nickname. I'm also on twitter, twitter as Mike F and D. We do have a youtube channel, which is platinum mbish and Mbshi and platinum viisition. So we're working on putting more content out there as a company. I don't like to make everything about me, right like I like to approach things as a company, but we are putting a lot of more content that we have a new media company that we've been developing a lot more content. We're going to get a lot more active with youtube and and Instagram to hold the whole nine yard tick tock. We're starting to tick tock, can tick tock and now. So, yeah, and will and will link up all of these in the notes as well so you can connect with Mike. So again, thank you, Mike. It is thank you. Salute pleasure. Audience. You know, you know the drill. So please, there is someone out there in your network that can benefit from what might just share it. So please make sure you share this episode out. Please rate us. That helps the podcast grow as well as subscribe. We're out here every single week. That was the point of this. Our job is when you are sitting there and you say I'm in charge, but now what the hell do I do? Well, every single week we're going to be here with guests that are going to give you attack of little things that help you so that you can develop into the leader that you want to be. So again, I appreciate your attention. I know there's a lot of places you can listen to content, but the fact that you spend time with Mike and me means the world. So again, thank you so much. Look forward to seeing you guys on the next episode. Mike again, thank you soon. Thanks. Thank you glad. Appreciate you. Buddy. I'm on. Thanks.

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